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THE IMPACT OF FOREIGN LABOUR MOVEMENT IN TANZANIA,
A CASE OF MEDIA INDUSTRY
SAIDI AHMED MKABAKULI
A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT FOR THE
REQUIREMENTS FOR THE DEGREE OF MASTER IN HUMAN
RESOURCES MANAGEMENT (MHRM) OF
THE OPEN UNIVERSITY OF TANZANIA
2013
ii
CERTIFICATION
The undersigned certify that he has read and recommend to the senate for acceptance
of dissertation entitled: The Impact of Foreign Labour Movement in Tanzania:
A Case of Media Industry, in partial fulfilment of the requirements for the degree of
Master of Human Resources Management (MHRM) of The Open University of
Tanzania.
(Supervisor)
Date…………………………………
Dr. Chacha Matoka
iii
STATEMENT OF COPYRIGHT
No part of this thesis/dissertation may be reproduced, stored in any retrieval system,
or transmitted in any form by any means, electronic, mechanical, photocopying,
recording or otherwise without prior written permission of the author or the Open
University of Tanzania in that behalf.
iv
DECLARATION
I, Saidi Ahmed Mkabakuli, do hereby declare that this dissertation is my own
original work and it has not been presented to any other University or Institute of
Higher Learning for a similar or any other academic award.
………………………….
Saidi Ahmed Mkabakuli
Date: …………………
v
DEDICATION
I dedicate this research paper to my daughter Ghafulah and my niece Samirah bint
Mgeni. Ghafulah, I love you very much. Samirah, I keep remembering you; you
taught me how to practice parenthood and as a good father/uncle. Rest in Peace!
vi
ACKNOWLEDGEMENT
My first and foremost thanks go to Allah for giving me the strength, courage to
pursue my studies and conducting this research study. I also thank my family for
supporting me morally and spiritually during the whole period of my studies and
during the research study. Their encouragement, advice and support enabled me to
put in effort which enabled me to conclude the study successfully.
My sincere gratitude goes to my esteemed research supervisor; Dr. Chacha Matoka
who guided me from proposal writing up to the final report writing of this project
report. His criticism, invaluable patience, intellectual guidance, wide research
experience and tremendous competence as well as his moral and material support
helped me not only to accomplish this stud. Also special thanks to the Open
University of Tanzania Management for giving me nice materials which facilitate our
learning.
Furthermore, my thanks also go to all those who have contributed to this research in
one way or another, all staff of MDAs, I passed during my data collection period.
Kindly receive my gratitude. My co-workers at POPC, the management team; my
Boss Joyce Mkinga for offering me material and moral support. Also, other co-staff
Thomas Nyindo, Hajjat Salma Rashad and Saulo Fisoo. You are truly friends.
Lastly, but not least, very special thanks to my family, especially to my wife Fatma;
you have been a good wife, I have ever seen. I should not forget to say thanks to
Saada and our daughter Ghafulah, you tolerated and played your part; my mother
Ghafulah, my hero A. A. Mkabakuli and all Mkabakuli Foundation Members.
vii
ABSTRACT
This research was aimed at assessing the Impact of Foreign Human Resources in
Tanzania. A Case of Media Industry in the Tanzanian context, where the researcher
tried to single out his sources of the study by studying careful his collected
materials/data. The study used most of government departments dealing in one way
or another with foreign human resources as main respondents of the study.
The methodology used to collect data from respondents included tools such as
questionnaires, interviews, observation and documentation. Then findings of the
study were analyzed and presented differently depending on the nature of the data
analysed. The researcher used tables and pie charts to present the discussed findings.
The study found out that the contributions of the foreign human resources in
Tanzania’s economy influences indigenous journalists to adopt the new technology
brought by these foreigners and innovation as well. Moreover, the study found that
these foreigners are characterised by the hardworking spirit and creativeness toward
their works.
However, it is anticipated that their existence may lead to sedition and
unemployment as they may have the hidden agenda on they are writing their stories.
Moreover, they can cause unemployment as they take position that might be taken by
qualified Tanzanians. Hence, in order to retain the required status, the study
recommends that the government should put in practice a sensitive mechanism that
will monitor them.
On the employment side the researcher recommends that, there is no need to employ
them in areas where Tanzanians fit.
viii
TABLE OF CONTENTS
CERTIFICATION ..................................................................................................... ii
STATEMENT OF COPYRIGHT ........................................................................... iii
DECLARATION ....................................................................................................... iv
DEDICATION ............................................................................................................ v
ACKNOWLEDGEMENT ........................................................................................ vi
ABSTRACT .............................................................................................................. vii
TABLE OF CONTENTS ....................................................................................... viii
LIST OF TABLES .................................................................................................... xi
LIST OF FIGURES ................................................................................................. xii
LIST OF APPENDICES ........................................................................................ xiii
LIST OF ABBREVIATION/ACRONYMS .......................................................... xiv
CHAPTER ONE ........................................................................................................ 1
1.0 INTRODUCTION ................................................................................................ 1
1.1 Background of the Problem ................................................................................... 1
1.2 Statement of the Problem ....................................................................................... 4
1.3 Main Objective ....................................................................................................... 5
1.4 Specific Objectives ................................................................................................ 5
1.5 Research Questions ................................................................................................ 6
1.6 Significance of the Study ....................................................................................... 6
CHAPTER TWO ....................................................................................................... 7
2.0 LITERATURE REVIEW ................................................................................... 7
2.1 Definition of Terms ................................................................................................ 7
2.1.1 International Human Resources Management (IHRM) ...................................... 7
2.1.2 Global Human Resources Management (GHRM) .............................................. 8
2.1.3 Expatriate ............................................................................................................ 9
2.1.4 Multinational Corporation or Multinational Enterprise ...................................... 9
2.1.5 Ethnocentric Approach ..................................................................................... 10
2.1.6 Polycentric Approach ........................................................................................ 10
2.1.7 Geocentric or Global Approach ........................................................................ 11
2.1.8 Parent Country National ................................................................................... 12
2.1.9 Host Country National ...................................................................................... 12
2.2 Theoretical Review .............................................................................................. 12
2.2.1 Critical Review of the Theories ........................................................................ 12
ix
2.2.1.1 Classical Organization Theory ....................................................................... 12
2.2.2 Critical Review of Models ................................................................................ 13
2.2.2.1 Models of Human Resources Management ................................................... 13
2.2.2.1.1 The Control-Based Model ........................................................................... 14
2.2.2.1.2 The Resource-Based Model ........................................................................ 15
2.2.2.1.3 The Integrative Model ................................................................................. 17
2.3 Main Issues of the Topic ...................................................................................... 17
2.3.1 Globalization and IHRM ................................................................................... 17
2.3.2 Effects of Foreign Human Resources on Social, Political and Economic
Aspects ....................................................................................................................... 18
2.3.3 Recruitment of Foreign Human Resources ....................................................... 19
2.3.4 Legal Perspective in Dealing with Foreign Human Resources ......................... 19
2.4 Empirical Study ................................................................................................... 20
2.5 Conceptual Framework ........................................................................................ 22
2.6 Research Gap ....................................................................................................... 23
CHAPTER THREE ................................................................................................. 24
3.0 RESEARCH METHODOLOGY ..................................................................... 24
3.1 Research Paradigm ............................................................................................... 24
3.2 Research Design ................................................................................................... 24
3.2.1 Area of the Study .............................................................................................. 25
3.2.2 Population Profile ............................................................................................. 25
3.2.3 Sample and Sampling techniques ..................................................................... 25
3.2.1 Simple Random Sampling ................................................................................ 26
3.2.2 Purposive or Judgmental Sampling .................................................................. 26
3.2.3 Sampling procedure .......................................................................................... 26
3.3 Data Collection .................................................................................................... 27
3.3.1 Types of Data .................................................................................................... 28
3.3.1.1 Primary Data .................................................................................................. 28
3.3.1.2 Secondary Data .............................................................................................. 29
3.3.2 Tools of Data Collection (Methods) ................................................................. 29
3.3.2.1 Questionnaires ................................................................................................ 30
3.3.2.2 Interview ........................................................................................................ 31
3.3.2.3 Document analysis ......................................................................................... 32
3.4 Data Analysis ....................................................................................................... 33
3.5 Validity and Reliability ........................................................................................ 33
x
3.6 Ethical Issues ....................................................................................................... 34
CHAPTER FOUR .................................................................................................... 35
4.0 RESEARCH FINDINGS, ANALYSIS AND DISCUSSION ......................... 35
4.1 Introduction .......................................................................................................... 35
4.2 The Current Media Situation ............................................................................... 35
4.2.1 Factors Attracting Foreigners to Come and Work in Tanzania ........................ 36
4.2.2 An Analysis of the Distribution of Media Outlets in Tanzania ........................ 38
4.2.3 A Distribution of Media Outlets in Tanzania Mainland and Island .................. 39
4.2.4 A Registration Trend for Newspaper from 1993 to June, 2012 ........................ 40
4.2.5 Media Legal Framework ................................................................................... 41
4.3 To Assess the Contributions of Foreign Human Resources in the Development of
Media Professional in the Tanzania Context ............................................................. 42
4.4 To Investigate the Effectiveness of Foreign Human Resources in Performing
Their Duties ............................................................................................................... 45
4.5 To Identify Social and Political Problems Caused By Foreign Human Resources
in Tanzania ................................................................................................................. 48
CHAPTER FIVE ..................................................................................................... 52
5.0 CONCLUSION AND RECOMMENDATIONS ............................................. 52
5.1 Introduction .......................................................................................................... 52
5.2 Summary of Findings ........................................................................................... 52
5.3 Conclusion ........................................................................................................... 54
5.4 Recommendations ................................................................................................ 55
5.5 Further Research .................................................................................................. 57
REFERENCES ......................................................................................................... 58
Schedule of Activities ................................................................................................ 63
Budget ........................................................................................................................ 64
APPENDICES .......................................................................................................... 65
Appendix I: Assistance Letter .................................................................................... 65
Appendix II: General Questionnaire .......................................................................... 66
Appendix III: Specific Questionnaire ........................................................................ 69
Appendix IV: Interview Questions ............................................................................ 73
Appendix IV: Licensed Content Service Providers: .................................................. 74
xi
LIST OF TABLES
Table 4.1: Whether the foreign human resources have contributions in
the development of media professional in the Tanzania context…………………. 44
Table 4.2: Response on whether foreign human resources Creativeness and
Hardworking……………………………………………………………………...... 46
xii
LIST OF FIGURES
Figure 2.1: Conceptual Framework ……………………………………………….. 22
Figure 4.1: Factors Attracting Foreigners to Come and Work in Tanzania ………. 36
Figure 4.2: An Influx of Foreigners Working in the Media Industry in Tanzania
From June, 2011 to Current June, 2012: ………………………………..………... 37
Figure 4.3: Distribution of Media Outlets in Tanzania ………………………….. 38
Figure 4.4: Distribution of Media Outlets in Tanzania Mainland and Island...........39
Figure 4.5: Registration Trend for Newspaper from 1993 to June, 2012 ………... 40
Figure 4.6: Percentage of the Response on Whether Foreign Human Resources’ Have
Contributions in the Development of Media Professional in the Tanzania ……….. 44
Figure 4.7: Percentage of the Response on Whether Foreign Human Resources’ Do
Not Have Contributions in the Development of Media Professional in the
Tanzania……………………………………………………………………………. 45
Figure 4.8: Percentage of the Response on Whether Foreign Human Resources’
Creativeness ..................................................................................................46
Figure 4.9: Percentage of the Response on Whether Foreign Human Resources’
Hardworking ..................................................................................................... 47
xiii
LIST OF APPENDICES
Appendix I: Assistance Letter .................................................................................... 65
Appendix II: General Questionnaire .......................................................................... 66
Appendix II: Specific Questionnaire ......................................................................... 69
Appendix III: Interview Questions ............................................................................ 72
Appendix IV: Licensed Content Service Providers: .................................................. 74
xiv
LIST OF ABBREVIATION/ACRONYMS
BBC British Broadcasting Corporation
DOAZ Deutsch-Ostafrikanische Zeitung
DW Deutsche Welle, a German international broadcasting organization
FYDP Five Year Development Plan
GDP Gross Domestic Products
GHRM Global human resources management
HCN Host Country National
HR Human Resources
HRD Human Resources Development
HRM Human Resources Management
HRP Human Resources Planning
IHRM International Human Resources Management
MFAIC Ministry of Foreign Affairs and International Cooperation
MHRM International Human Resources Management
MHRM Master of Human Resources Management
MNC Multinational Corporation
xv
MNE Multinational Enterprise
MOHA Ministry of Home Affairs
OUT Open University of Tanzania
PCN Parent Country National
R&D Research and Development
RFI Radio France Internationale
TCN Third Country National
TCRA Tanzania Communications Regulatory Authority
TNC Transnational Corporations
TX Expatriate
URT United Republic of Tanzania
VOA Voice of America
Xinhua China News Agency
1
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the Problem
Integrated human resources or famously known as International Human resource can
be traced in the Slave Trade period or earlier than that. During that time human being
(people) were transferred from one content to other continents for purpose to be used
as a mean of production (workforce). It is with the same concept Tanganyika (now
Tanzania) witnessed coming of foreign human resources who came to serve in varied
positions. Some came to serve colonial administration and other to serve colonial
bourgeoisies and merchants.
For example in media context, Sturmer (1998) elaborates that the media industry in
Tanzania has gone through varied major phases. There were the German colonial
media established to serve communication interests (and needs) of the German
administration. By the same time, missionaries tried to fulfil their tasks by editing a
number of papers. There were the media of the British administration established as
propaganda tool to support the colonial regime, and later the nationalists’ media
established to agitate for self-governance and respect for human rights.
Moreover, there was the post-colonial phase where the then socialist regime of
independent Tanzania sought to “Tanzanianize” the media - the aim being to curb
opposition and foster development of socialistic principles. There was the transition
phase where both economic and political changes world-wide had necessitated
change in the operation of the media industry.
2
Sturmer (1998) mentions Willy von Roy who immigrated into German East Africa in
1898 as the first European to establish the first edition of a German-language paper
and the weekly Deutsch-Ostafrikanische Zeitung (German-East-African Newspaper),
hereafter known as DOAZ, came off the presses on February 26th 1899 then In 1911,
he appointed Dr. Zintgraff the new editor who used a clever strategy to reach a very
influential readership: immediately after his assumption of office, Zintgraff
established the Deutsch-Ostafrikanische Zeitungs. Then, the editor, Superintendent
Klamroth, opened a Lutheran printing office in Dar es Salaam.
Furthermore, when Klamroth travelled to Europe in October 1911, a missionary
called Krelle took over the editorial office, and after the superintendent’s return to
German East Africa in mid-1912, the post changed between them several times.
Considering the success of Lutheran newspaper production, the Roman Catholics had
fallen behind.
Therefore, a paper called Rafiki Yangu (My Friend) was published by the Sanct
Benedictus Missions Genossenschaft” (Saint Benedict’s Missionary Association) in
1910. Bishop Thomas Spreiter, a resolute advocate of the Swahili, was appointed the
editor. Renewed by the first African editor of Tanzania’s media history, Samwil
Sehoza. After the independence, foreign workers come as a technical assistance; the
role of technical assistance has increasingly shifted from one of filling gaps to one of
substituting for local human resources.
The local human resources are underutilised partly because of un-conducive working
conditions and partly because the technical assistance is often packaged with other
forms of aid (e.g. vehicles, computers etc.) which may be needed.
3
In some cases, technical assistance is accepted as a means of mobilising other forms
of aid. In his foreword on Human Resource for Health Strategic Plan 2008 – 2013,
the then Chief Medical Officer, Dr. Deo M. Mtasiwa, elaborates that the importance
of Human Resources emanates from the fact that provision of health services in
Tanzania is labour intensive and, therefore, inevitably of paramount importance. He
further states the achievement of the overall objective of the health sector and social
welfare which is the provision of quality health and social welfare services to the
public depends, to a large extent on availability of skilled personnel; sufficient in
numbers and skills mix and appropriately deployed at all levels of care.
According to the recently statistics, the government has adopted another set of
approaches that are more in line with the socio-economic realities of Tanzania and
that of the contemporary world. The government realises the various demands of a
market oriented economy put on the nation. One such demand is that citizens
compete for jobs in employment on the basis of their skills and work experience or
their own ingenuity.
This approach is based on the new policy objectives i.e. to reflect the increasing
significance of the private sector, to give greater attention to manpower requirements
at the sectoral and organisational level and finally to leave the market forces to play a
bigger role in order to link manpower planning efforts to social demand for
manpower. A three tier human resources planning mechanism is being used, that is at
the national, sectoral and organisational levels,
(http://www.tanzania.go.tz/human.html).
4
1.2 Statement of the Problem
Tanzania as other less developing countries which has been witnessing an influx of
foreign human resource in varied sectors from her 1961’s independence to recently;
For example, in the health sector, it was discovered that the shortage is mainly
caused by, among other factors, low output of qualified staff, mal-distribution, poor
remuneration, poor infrastructure, and lack of attractive retention scheme. In 2006,
there were 5,795 health facilities in the country.
These facilities are bound to increase with the implementation of Primary Health
Service Development Plan up to 13,039 by 2017, (URT-MHSW, 2008). Given the
facilities increase, automatically the demand for more human resource will be
inevitable and therefore the need to increase the training and absorption of skilled
health and social welfare workforce is necessary, (Human Resource for Health
Strategic Plan 2008 – 2013). This is because it is capable of transforming all the
other factors for the betterment of human life and human welfare. Developing and
utilising this resource effectively increases its productivity and its capital value.
Thus, human resources development must be one of the leading objectives on the
nation’s development agenda.
However, with regard to the contribution of technical assistance in human resources
development, the dominant approach has been to fill the gaps in high and middle
level manpower requirements, and to help in the training and development of local
capacities. This has been accomplished through the use of foreign experts in specific
projects and through various forms of training programmes,
(http://www.tanzania.go.tz/human.html). There have been a number of drawbacks
5
which have prevented Technical Assistance (TA) from being effective in the
development of human resources. These include poorly designed training
programmes, great differentials in pay between foreign experts and local
counterparts, unqualified TAs, unfamiliarity with work and cultural habits by foreign
experts, distrust of local experts, lack of suitable local trainees and constraints
resulting from the strings that are sometimes attached to the TA packages by donors.
Thus, this study needed to explore the importance and roles played by the foreign
human resources in Tanzania’s economy and try to provide challenge to the
government to create good environment so as to put in practice a well-established
database in determining the contribution of foreign human resources especially in
media industry. Enhancement of human resources is influenced by the lack of a
critical mass of skilled human resources to meet the growing demand for ICT; and
inadequate funding for R&D as it is underscored in the The Tanzania Five Year
Development Plan 2011/2012-2015/2016, which was inaugurated on June, 2011.
1.3 Main Objective
To assess Impact of Foreign Labour Movement in Tanzania: a Case of Media
Industry
1.4 Specific Objectives
1. To assess the current media situation in performing their works;
2. To investigate the effectiveness of foreign journalists and other foreign
employees working in media institutions;
3. To identify social and political problems caused by foreign employees living in
Tanzania.
6
1.5 Research Questions
1. How are foreign human resources contributing to advancement of media
professional in the Tanzania context?
2. What is the current trend of media in Tanzania?
3. What is the effectiveness of foreign human resources in performing their duties?
4. What are social and political problems caused by foreign human resources in
Tanzania?
1.6 Significance of the Study
The researcher hopes this research help him to obtain his MHRM Degree and get the
answer to the question which has been asked by him. It also acts as a leader towards
further investigations on this topic. The researcher anticipates that what was not
covered during his research to be covered by prospective researchers; it will help
people working in media industry to understand the contribution of foreign human
resources and act accordingly in order to improve their performance and dealing with
other matters arising. It is anticipated that the findings provide challenge to the
government to create good environment so as to put in practice a well-established
database in determining the contribution of foreign human resources in media
industry.
7
CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Definition of Terms
2.1.1 International Human Resources Management (IHRM)
Storey (2007: 195) “Human resource management is universal. Every organization
has to utilize and, hence, in some way, to manage, human resources.” Throughout the
world, organizations increasingly function on an international basis. Multinational
corporations require not only coordination of international strategy, but also the
people and organization to implement it. Ibid, (2007) Outlining the consequences of
internationalization both for management and generally, and for human resource
policy and practice in particular.
Aamodt and Raynes (2001) state that there are some reasons behind the need of
IHRM; they mention that one of the factors that contribute some nations to use
foreign human resources include manpower assistance to countries that lack enough
manpower. Others include common interest and goals, physical proximity,
international assignment and affiliation that happen when people corresponding to
their home countries.
Hence, researcher wanted to study the four major areas of IHRM that include: the
international context of contemporary business, and its implications both for general
company strategies and for human resource strategy; national differences in human
resource management and their effects on organizational and human resource
management policies in multinational corporations. The practicalities of appointing
and managing an international staff, including the processes of assessing and
8
rewarding the managers; and Questions of industrial relations and industrial
democracy, and their relation to the functioning of multinational corporations.
2.1.2 Global Human Resources Management (GHRM)
Ivancevich (2010) defines GHRM as the policies and practices related to managing
people in an internationally oriented organisation. Although includes the same
functions as domestic HRM, there are many unique aspects to human resources
management in the international organization. In addition, it involves managing the
diversified workforce globally. Succinctly Global HRM is all about blending the HR
activities as per the global business environment by dreaming globally but acting
locally.
There are number of advantages along with GHRM as there is more room for growth
and expansion. The businesses can think of growing into several uncharted areas
capitalizing on the current globalization. The world has become a small village
integrating all people as one with the rapid growth of technology. When different
people come under one roof and work, it leads to diversity which is the hallmark of
GHRM. People learn to appreciate the similarities ignoring the cultural, ethnic,
religious and regional differences. It is platform for growth and expansion and
diversification, (Rao, 2010). However, when we look at the disadvantages, there will
be cultural conflicts leading to differences among the people. There is lack of
mobility of the people as well in some cases. There are several other complications
and implications involved in GHRM.
Therefore, researcher uses this concept in a basis that it, it is essential to adopt what
is best as per global conditions without compromising the needs at the local level.
9
Therefore, global human resources management is the need for the hour for
businesses to leverage the opportunities for ensuring their organizational
effectiveness and excellence.
2.1.3 Expatriate
Rao, (2010) defines Expatriate as a person who is on a foreign assignment from
corporation’s home nation. In today’s global economy, however, corporations are
beginning to understand that relocation overseas can be equally troublesome for
parent country national. Many corporations are sending expatriates to their overseas
operations. Actuality, expatriates have and the need for internationally competent
managers is expected to rise as more and more firms face global competition.
Organizations need to understand the dynamic relationships between staffing and
outcomes, and how these relationships change over time. Expatriates are very
expensive, however, and this can discourage extensive use of expatriates. Many
companies have also experienced relatively high failure rates, with failure often
being attributed to the family's inability to adapt. Hence, researcher needs to see what
are foreign expatriates’ benefits their companies as international experience. It is
confirmed that there are provisions of opportunities for personal and professional
development and career advancement.
2.1.4 Multinational Corporation or Multinational Enterprise
Williams (2006) defines this term as corporations that own businesses in two or more
countries. It can also be referred to as an international corporation. An MNC as a
corporation that has its management headquarters in one country, known as the home
country, and operates in several other countries, known as host countries.
10
Some multinational corporations are very big, with revenues that exceed some
countries' gross domestic products (GDPs). Multinational corporations can have a
powerful influence in local economies, and even the world economy, and play an
important role in international relations and globalization. Contrary to Transnational
Corporations (TNC) differs from a traditional MNC in that it does not identify itself
with one national home. Whilst traditional MNCs are national companies with
foreign subsidiaries. TNCs spread out their operations in many countries sustaining
high levels of local responsiveness. Thus, it extreme important to researcher
scrutinises the effects of MNCs in Tanzania.
2.1.5 Ethnocentric Approach
Treven, (2001) defines an Ethnocentricapproach as the home country practice
prevails with this approach. Headquarters from the home country makes key
decisions, employees from the home country hold important jobs, and the
subsidiaries follow the home country resource management practice. Authors
recounts that in the ethnocentric approach, the cultural values and business practices
of the home country are predominant. Headquarters develops a managing and
staffing approach and consistently applies it throughout the world. Companies
following the ethnocentric approach assume the home country approach is best and
that employees from other parts of the world can and should follow it.
2.1.6 Polycentric Approach
Treven, (2001) states that in this approach, each subsidiary manages on a local basis.
A local employee heads a subsidiary because headquarters’ managers are not
considered to have adequate local knowledge.
11
Treven, (2001) adds that the polycentric approach is in direct opposition. In the
company that applies this approach, the assumption is that each country is different
from all the others and that the subsidiaries in each country should develop locally
appropriate practices under the supervision of local managers. With the geocentric
approach, organizations try to combine the best from headquarters and the
subsidiaries to develop consistent world-wide practices. Manager selection is based
on competency rather than nationality.
Treven, (2001) further narrates that most companies use expatriates only for such key
positions as senior managers, high-level professionals, and technical specialists.
Since expatriates tend to be very costly, it makes little financial sense to hire
expatriates for positions that can be competently filled by foreign nationals. In
addition, many countries require that a certain percentage of the work force be local
citizens, with exceptions usually made for upper management.
2.1.7 Geocentric or Global Approach
Treven, (2001) describes this approach by narrating the company that applies the
global integrated business strategy manages and staffs employees on a global basis.
For example, Electrolux (the vacuum cleaner company) has for many years
attempted to recruit and develop a group of international managers from diverse
countries. These people constitute a mobile base of managers who are used in a
variety of facilities as the need arises.
Furthermore, a geocentric staffing policy seeks the best people for key jobs
throughout the organization, regardless of their nationality. This approach is
consistent with building a strong unifying culture and informal management network
12
and is well suited to both global and transnational strategies. Immigration policies of
national governments may limit a firm's ability to pursue this policy.
2.1.8 Parent Country National
The employee’s nationality is the same as the organization’s. For example, a Kenyan
citizen working for a Kenyan company in Tanzania.
2.1.9 Host Country National
The employee’s nationality is the same as the location of the subsidiary. For
example, a Tanzanian citizen working for a Kenya company in Tanzania (Nation
Media Group owners of Mwananchi, The Citizen and Mwana Spoti).
2.2 Theoretical Review
2.2.1 Critical Review of the Theories
2.2.1.1 Classical Organization Theory
Thompson and McHugh (2002: 87) point out that early 20th century management
theory was promoted by engineers (among other groups) who were trying to 'extend
the boundaries of their profession by trading on the general rise of interest in
management and planning that was characteristic of the early part of the century.'
Citing P. Armstrong from 1984, they observe that engineers found it difficult to
'sustain the privileged role as the focal point of management' as their own knowledge
base became 'increasingly disconnected from their productive expertise.' Moreover,
Thompson and McHugh regard these theories as being essentially prescriptive. That
is to say that there was an implicit belief in underlying principles or 'laws' that
governed management activities and functions. But there were also some
assumptions about the role of workers in all this.
13
However, the weakness of the classical organizational theory is the assumption that
all organizations are somehow alike. Thompson and McHugh (2002: 6) quote
Salaman (1979: 33) who states that:
"A genuine sociology of organizations is not assisted by the efforts of some
organization analysts to develop hypotheses about organizations in general,
lumping together such diverse examples as voluntary organizations,
charities and political organizations ... It also obstructs the analysis of those
structural elements which are dramatically revealed in employing
organizations, but not necessarily in all forms of organization.
Thompson and McHugh point out that most of the literature about organizations is
about work organizations. They argue that the distinctive nature of management,
control and other social relations in such organizations is due to their profit-seeking
nature. But they also concede that all large organizations share some characteristics
noting (p7) that “...as Weber recognised, there are continuities of structure and
practice deriving from the bureaucratic form present within all large-scale
organizations.”
They also acknowledge that many organizations within the public sector have been
operating within a market environment.
2.2.2 Critical Review of Models
2.2.2.1 Models of Human Resources Management
Bratton, (2001), narrates that since the early 1990s, academics have proposed at least
three models to differentiate between ‘ideal types’ of HR strategies. The first model
is the control-based model, which is grounded in the way in which management
14
attempts to monitor and control employee role performance. The second model, the
resource based model, is grounded in the nature of the employer–employee
exchange and, more specifically, in the set of employee attitudes, in behaviours and
in the quality of the manager–subordinate relationship. A third approach creates an
integrative model that combines resource-based and control-based typologies.
2.2.2.1.1 The Control-Based Model
Bratton, (2001), states that the first approach to modeling different types of HR
strategy is based on the nature Strategic Human Resource Management of workplace
control and more specifically on managerial behaviour to direct and monitor
employee role performance. According to this perspective, management structures
and HR strategy are instruments and techniques to control all aspects of work to
secure a high level of labour productivity and a corresponding level of profitability.
This focus on monitoring and controlling employee behaviour as a basis for
distinguishing different HR strategies has its roots in the study of ‘labour processes
by industrial sociologists.
Bratton, (2001) further narrates; the starting point for this framework is Marx’s
analysis of the capitalist labour process and what he referred to as the ‘transformation
of labour power into labour’. Put simply, when organizations hire people, they have
only a potential or capacity to work.
Bratton, (2001) adds that to ensure that each worker exercises his or her full capacity;
managers must organize the tasks, space, movement and time within which workers
operate. But workers have divergent interests in terms of pace of work, rewards and
15
job security, and engage in formal (trade unions) and informal (restrictions of output
or sabotage) behaviours to counteract management job controls. Workers’ own
counter management behaviour then causes managers to control and discipline the
interior of the organization.
However, in an insightful review, Thompson and McHugh (2002,) comment that,
‘control is not an end in itself, but a means to transform the capacity to work
established by the wage relation into profitable production’. What alternative HR
strategies have managers used to render employees and their behaviour predictable
and measurable? An early system of individual control by employers exercising
direct authority was replaced by more complex structural forms of control:
bureaucratic control and technical control. Bureaucratic control includes written rules
and procedures covering work.
The advantage of this model is that the choice of HR strategy is governed by
variations in organizational form (for example size, structure and age), competitive
pressures on management and the stability of labour markets, mediated by the
interplay of manager–subordinate relations and worker resistance (Thompson &
McHugh, 2002).
2.2.2.1.2 The Resource-Based Model
Bratton, (2001), describes the second approach to developing typologies of HR
strategy is grounded in the nature of the reward–effort exchange and, more
specifically, the degree to which managers view their human resources as an asset as
opposed to a variable cost. Superior performance through workers is underscored
16
when advanced technology and other inanimate resources are readily available to
competing firms. The sum of people’s knowledge and expertise, and social
relationships, has the potential to provide non-substitutable capabilities that serve as
a source of competitive advantage, (Cappelli& Singh, 1992).
The various perspectives on resource-based HRM models raise questions about the
inextricable connection between work-related learning, the ‘mobilization of
employee consent’ through learning strategies and competitive advantage. Given the
upsurge of interest in resource-based models, and in particular the new workplace
learning discourse, we need to examine this model in some detail. The resource-
based approach exploits the distinctive competencies of a work organization: its
resources and capabilities.
An organization’s resources can be divided into tangible (financial, technological,
physical and human) and intangible (brand-name, reputation and know-how)
resources. To give rise to a distinctive competency, an organization’s resources must
be both unique and valuable. By capabilities, we mean the collective skills possessed
by the organization to coordinate effectively the resources. According to strategic
management theorists, the distinction between resources and capabilities is critical to
understanding what generates a distinctive competency. It is important to recognize
that a firm may not need a uniquely endowed workforce to establish a distinctive
competency as long as it has managerial capabilities that no competitor possesses.
This observation may explain why an organization adopts one of the control-based
HR strategies.
17
2.2.2.1.3 The Integrative Model
Bratton (2001), states that this model integrates the two main models of HR strategy,
one focusing on the strategy’s underlying logic of managerial control, the other
focusing on the reward–effort exchange. Arguing that neither of the two
dichotomous approaches (control- and resource-based models) provides a framework
able to encompass the ebb and flow of the intensity and direction of HR strategy,
they build a model that characterizes the two main dimensions of HR strategy as
involving ‘acquisition and development’ and the ‘locus of control’.
He attributes that the acquisition and development are concerned with the extent to
which the HR strategy develops internal human capital as opposed to the external
recruitment of human capital. In other words, organizations can lean more towards
‘making’ their workers (high investment in training) or more towards ‘buying’ their
workers from the external labour market.
Locus of control is concerned with the degree to which HR strategy focuses on
monitoring employees’ compliance with process-based standards as opposed to
developing a psychological contract that nurtures social relationships, encourages
mutual trust and respect, and controls the focus on the outcomes (ends) themselves.
2.3 Main Issues of the Topic
2.3.1 Globalization and IHRM
Česynienė, (2008) affirms that Globalization represents the structural making of the
world characterized by the free flow of technology and human resources across
national boundaries as well as the spread of Information Technology and mass media
presenting an ever-changing and competitive business environment.
18
At his article, Globalization and Human Resource Management, that deals with the
practical consequences of globalization for human resource management (HRM).
Ibid (2008) asserts that Globalization makes national culture an increasingly
strategic issue that has to be faced and properly managed. The problem is the
balancing of the global trends in human resource management with the influence of
national culture because many aspects of HRM are affected by differences in
national culture. The article analyses the major challenges arising from globalization
and affecting human resource management practices in the 21st century in selected
industrialized countries (United Kingdom, France, USA, and Japan) and Lithuania as
a new member of the EU.
Hence, researcher wants to analyse the relationship between these two terms
Globalization and IHRM in Tanzanian context.
2.3.2 Effects of Foreign Human Resources on Social, Political and Economic
Aspects
It is true that inter-country variations in culture, economic systems, labour costs, and
industrial relations systems complicate the task of selecting, training, and managing
employees abroad. These variations result in corresponding differences in
management styles and practices from country to country, and such differences.
Therefore, researcher wants to analyse how inter-country differences have an impact
on a company’s HRM processes. Cultural factors, economic factors, labour cost
factors, and industrial relations norms influence the nature of a company’s specific
HR policies from country to country.
19
2.3.3 Recruitment of Foreign Human Resources
Tan (2008), states that an increasing number of developing countries and countries
with economies in transition have adopted or are seeking to adopt legislation and
policies to take advantage of foreign employment opportunities for their citizens,
while ensuring that safeguards are in place for the protection of their rights.
According to Tan (2008), for these countries, job creation at home remains, in theory
at least, the preferred option, but labour migration is seen as an important and
reliable vector of economic development through the remittances that workers send
back home. Moreover, at the individual level, with or without facilitation of the state,
many people seek overseas employment opportunities to augment their income,
improve the living conditions and life prospects of their families and for skills and
experience.
However, while regular, albeit selective entry channels are available to skilled
workers, this is often not the case for low and semi-skilled workers, who may be
tempted to resort to irregular modes of entry and employment. Therefore, researcher
needs investigates how recruitment of foreign human resources is done in Tanzanian
context.
2.3.4 Legal Perspective in Dealing with Foreign Human Resources
It is essential for business owners, managers and HR practitioners and those working
in the HR arena, to know the legal implications in employing foreign worker so as to
avoid legal problems and finding solutions when settling legal issues. Knowing this,
researcher aims at perusing ELRA 2004 and other acts in order to identify legal
aspects in dealing with foreign staff.
20
2.4 Empirical Study
Hoque, et al (2010), narrate that there has been great focus on the issues of human
resources in the education sector, the importance of ‘knowledge societies’ has gained
various dimensions, namely the role of education as a supplier of human resources,
and the role of human resources in the delivery of education. The former needs
proper direction to devise, implement, and execute the delivery model through
skilled support services like planning, administration, finance and quality heads. The
latter is the core component mainly poised to attract, develop and retain quality
teachers through effective human resource management.
A number of researchers have reported that human resource practices are positively
linked with organizational and employee performance. Their study was examining
the impact of foreign lecturers’ recruitment on the higher education of Malaysia in
the following areas: publications in Web of Science journals, competition between
local and foreign lecturers in terms of publications, the effectiveness of the teaching
and learning process, and world ranking.
A qualitative method was used, with data being collected mostly through interviews
with local and foreign lecturers, students, and human resource management officials.
The study found that the recruitment of foreign lecturers has a significant impact on
improving the world ranking of higher education institutions and in increasing
publications in Web of Science journals. Also, they found to be a mixed reaction
about their impact on the effectiveness of the teaching and learning process among
local teachers and students. Ibid, 2010: Pp 1: “The extensive pressure to publish in
Web of Science journals has caused the brain drain of experienced scholars.
21
The findings of this study offer valuable information for educational policy makers,
vice chancellors, human resource managers, local and foreign lecturers and
students.”
From their findings, they concluded that recruiting many foreign lecturers at a time
and students’ freedom to choose their courses either in Bahasa or English have been
revealed the major impact of recruiting foreign lecturers. Most of these findings
show that almost similar issues in their extensive qualitative study through interviews
on the issue of ‘adjustment of expatriates in Malaysia’.
Another vital issue is the recruitment of lecturers from countries less-developed than
Malaysia. Hence, they recommend that in order to obstruct some issues such as brain
drain, recruiting teachers for lecturing and researching separately, and key
performance indicators, competitiveness among local and foreign teachers in terms
of publications in Web of Science should be observed. Contrary to this study
revealed that a collegial relationship creates opportunities to share knowledge.
Thus, following this, the researchers suggest that the management ensure the positive
collegial relationship among local and foreign lecturers to share global knowledge
and to create a research environment.
From this study, the researcher finds that there is a link in a quintessence that both
studies are looking the impact of foreigner in working context. However, their study
was mainly looking at examining the impact of foreign lecturers’ recruitment on the
higher education while this study analyses the Impact of Foreign Labour Movement
in Tanzania, a Case of Media Industry.
22
2.5 Conceptual Framework
This study assumes the contribution of the foreign human resources in Tanzania’s
economy is attributed by a number of explanatory variables. The contribution of the
foreign human resources in Tanzania’s economy influences indigenous journalists to
adopt the new technology brought by these foreigners and innovation as well. The
effectiveness of these foreigners is posed by their contribution toward hardworking
spirit and creativeness that influence people to purchase news items as offered by
these people. However, their existence may lead to sedition and unemployment as
they may have the hidden agenda on their writing style. They take position that might
be taken by qualified Tanzanians. A description of the most important variable is
given in figure 2.1 and the relation between them is summarized.
Figure 2.1: Conceptual Framework on the Impact of Foreign Human Resources
in Tanzania
Source: Research Findings, 2013
Unemployment
Sedition
Creativeness
Hardworking
Adoption of new
technology
Innovation
Contribution of FHR in
the advancement of
media professional
Effectiveness of FHR in
the advancement of
media professional
Socio-economic and
political problems of
FHR in Tanzania
Foreign Human
Resources (FHR)
23
This conceptual framework comprises of independent variables and dependent
variables the dependent variables that is the contribution of the foreign human
resources in Tanzania’s economy and independent variables include the contribution
of foreign human resources in advancement of media professional, effectiveness of
foreign human resources and the social and political problems of foreign human
resources.
2.6 Research Gap
Their study was examining the impact of foreign lecturers’ recruitment on the higher
education, the gap is; they failed to show how an uncompetitive relationship that
creates opportunities to share knowledge. They could dig for other factors that might
contribute that situation. Hence, researcher wants to see those factors that might be a
reason (s) for the collegial relationship between varied staff of different nationalities.
On technicality side they use a semi-structured interview as a methodology
(Qualitative methods) that might allow interviewees to express their views in a free
and personal way, giving as much prominence as possible to their thematic
associations. The said semi-structured interviews by qualitative approach which were
held by interviewing: three local lecturers, one foreign lecturer, two human resource
officers and four students.
From the above distribution, you may find that there is no equal ratio between local
and foreign staff, which according to them; they were examining the impact of
foreign lecturers’ recruitment on the higher education. As of their ratio 5:1 is hard to
identify magnitude of their study.
24
CHAPTER THREE
3.0 RESEARCH METHODOLOGY
3.1 Research Paradigm
Enon (1998) described qualitative research as the means of obtaining data that are
not ordinary explained in numerical form. So a researcher used this method because
of its effectiveness in addressing social issues that affect individuals and society.
(Mugenda: 1999:17).
The researcher used a descriptive qualitative research. The researcher chose to use
this type of research methodology because it includes the following research
instruments: observation, document analysis, interviews and questionnaires. The
study used figure, numbers, and charts in presenting the information. In this study the
researcher designed a questionnaire so that can it was easy for the people to give
their opinions freely.
3.2 Research Design
Kothari, (1990) states that a research design refers to a scientific designing of a
research strategy. The function of research design is to provide a paradigm where
relevant evidence can be collected with minimum expenditure of time, efforts and
money. A case study is an in depth comprehensive study of a person social group, an
episode, a situation, a programme, a community, an institution or any other social
unit, (Krishnaswami and Ranganatham, 2005). Thus, the case study helped the
researcher to be flexible in acquiring data as it employs more than one techniques, it
uses historical method, employs interviewing, questionnaires, observation and
documentary review.
25
3.2.1 Area of the Study
This study was conducted in varied offices which available in Dar es Salaam region.
The researcher chose this region due to the fact that there are a large number of
public offices companies which deals with his area of interest. These include all
government organs that offer services to foreigner such as Ministry of Foreign
Affairs and International Cooperation and Department of Immigration.
3.2.2 Population Profile
The population of the study was people dealing with foreign human resources and
media activities. These include some government officials from Ministry of Home
Affairs, Ministry of Foreign Affairs and International Cooperation, Ministry of
Labour and Employment Development, Department of Immigration, Department of
Information Services (MAELEZO), NBS officials and media personnel. The
researcher aimed at interviewing people from each institution. However, this
depended much on the personnel’s willingness to assist the researcher.
3.2.3 Sample and Sampling techniques
Kothari (2008) defines sample as a collection of some parts of the population on the
basis of which judgment is made small enough to convenient data collection and
large enough to be a true representative of the population from which it had been
selected. Sample size refers to a number of items to be selected from the universe to
constitute a sample. The sample must be optimum. An optimum sample is one which
fulfils requirements of efficiency, reliability and flexibility.
26
3.2.1 Simple Random Sampling
According to Krishnaswami and Ranganatham, (2005), simple random sampling as a
sampling technique which gives each element an equal and independent chance of
being selected. Simple random sampling was used to get representatives from
different targets sample from all parts of Dar es Salaam region where most of the
offices available. It was used to ensure that a good number of representatives are
involved; this was because the technique provides an equal chance of selection for all
elements in the population.
3.2.2 Purposive or Judgmental Sampling
The researcher chose this method as a sample based on who they think would be
appropriate for the study. This method is used primarily when there are a limited
number of people that have expertise in the area being researched,
(http://en.wikipedia.org/wiki/Nonprobability_sampling). The researcher used
purposive sampling technique to collect data, where he singled out people who
exactly helped him with this particular study, mainly from government offices and
media personnel. This aimed at obtaining the typicality and specific relevance of the
sampling units to the study and not their overall representativeness to population.
The researcher picked only those respondents who met purpose of the study.
3.2.3 Sampling procedure
According to Kothari (2008), sampling is defined as the selection of some parts of
aggregate of the totality based on which a judgment or inference about the aggregate
or totality is made. It is a process of selecting a group of people, events, behaviour,
or other elements with which to conduct a study. An important issue influencing the
27
choice of a sampling technique is whether a sampling frame is available, that is, a list
of units comprising the study population. Hence, the researcher used at least five
people from the above-mentioned offices for interview. This is to say the population
of the study was 40 respondents. Also he distributed questionnaires for those who
had not have time for interview.
The researcher distributed two types of questionnaires namely general and specific
questionnaires; where the researcher distributed 200 general questionnaires to people
working in media related environment including government information/
communication officers who met at their annual general meeting held in Victoria
Palace in Mwanza from June 11 – 15, 2012. The specific questionnaires, amounted
50 questionnaires were distributed to his population of the study, to cover the
vacuum of attempting interview as most of them were occupied and busy with their
work.
3.3 Data Collection
Data collection is a term used to describe a process of preparing and collecting data,
for example, as part of a process improvement or similar project. The purpose of data
collection is to obtain information to keep on record, to make decisions about
important issues, to pass information on to others. Primarily, data are collected to
provide information regarding a specific topic,
(http://en.wikipedia.org/wiki/Data_collection).
Data collection usually takes place early on in an improvement project, and is often
formalised through a data collection plan which often contains the following activity;
28
Pre collection activity - agree on goals, target data, definitions, methods; Collection -
data collection; and present findings - usually involves some form of sorting analysis
and/or presentation.
It is advised that prior to any data collection, pre-collection activity is one of the
most crucial steps in the process. It is often discovered too late that the value of their
interview information is discounted as a consequence of poor sampling of both
questions and informants and poor elicitation techniques. After pre-collection
activity is fully completed, data collection in the field, whether by interviewing or
other methods, can be carried out in a structured, systematic and scientific way.
Furthermore, a formal data collection process is necessary as it ensures that data
gathered are both defined and accurate and that subsequent decisions based on
arguments embodied in the findings are valid. The process provides both a baseline
from which to measure from and in certain cases a target on what to improve.
3.3.1 Types of Data
3.3.1.1 Primary Data Primary data is the data collected by the researcher himself/herself or by research
assistants from the field for the purpose of answering a research question/issue,
(Adam and Kamuzora, 2008)
Thus, researcher collected primary data himself. And since primary data do not pass
any statistical process, these data were collected through interview and
questionnaires formulated by the researcher himself, and also through participants
observation.
29
3.3.1.2 Secondary Data
Adam and Kamuzora (2008) define secondary data as data that obtained from
literature sources or data collected by other people for some other purposes. Thus
secondary data provide second hand information and include both raw data and
published ones. Therefore, researcher obtained through the documentary review in
which various documents and records were reviewed in gathering more information,
evidential documents, books and records related to media activities and foreign
human resources employment. Since data needed to be passed them through
statistical process, researcher passed them through varied statistical packages to
obtain clearness.
3.3.2 Tools of Data Collection (Methods)
Adam and Kamuzora (2008) define data as facts, figures and other relevant
materials, past and present, serving as a base for study and analysis. Some examples
of data are sex, age, social class, marks obtained by the study of a class in a test on a
particular subject, and the type of news read by newspaper reader. For this study, the
researcher used both primary and secondary sources. It was worthwhile noting that
primary sources comprised interviews, observation, questionnaires, and various
discussions ad meetings for the purpose of generating information. Secondary source
in turn included journals, documents official reports, internet sources and thesis.
They were visited during the survey of literature review. The reason behind the
adoption for several techniques is that there is a truth that the strengths of one
method offset the weakness of other methods. The build-up of the data collection
tools based on the research objectives and research questions. Hence, the researcher
30
used three instruments as described earlier in collecting his data of his study; this
aimed at getting some quantitative as well as qualitative data from the research.
The researcher also conducted face-to-face interviews and handled the questions that
would be used in the face-to-face interview for the respondents who had not having
enough time for interview. On the other hand, researcher intended to conduct face-to-
face interview due to the fact that, he could be able to observe direct facial
expression of his respondents.
Moreover, such kind of interview enables researchers to obtain extra information,
which cannot be obtained from other techniques. Since the interviewees tend to be
able providing much information as possible depends on their time and expertise in
the study. Due to this factor researcher successful obtained new facts of the study.
By using these three instruments, researcher obtained much and wealthier
information on how much had the study been documented. These instruments helped
the researcher to understand the position of the study, whether it is decreasing or
increasing and if the solutions to the problem are being implemented.
3.3.2.1 Questionnaires
A questionnaire is a research instrument consisting of a series of questions and other
prompts for the purpose of gathering information from respondents. Although they
are often designed for statistical analysis of the responses, this is not always the case,
(http://en.wikipedia.org/wiki/Questionnaire). There are two broad categories of
questions that used in questionnaires such as structured or closed ended and
unstructured or open ended questions. This method uses a set of question for
31
collecting data, with the help of a set of questions. It is the most convenient method
of obtaining a limited amount of information from a large number of people.
The questions that from the basis of the questionnaire method are formed with a
purpose to dig for information related to the study. Basically this is the best method
of collecting information from the respondents in the shortest possible time and
without spending a lot of resources within limited time. Therefore, researcher used
this method to acquire some degree of information from a large number of people
where he applied both structured and unstructured questions. As mentioned above
the researcher distributed 240 questionnaires.
3.3.2.2 Interview
According to Kothari, 2006, an interview is a set of question administered through
oral or verbal communication or is a face-to-face discussion between the researcher
and the interviewee respondent. Ibid (2008:97), states that interview can be used
through personal interviews and if possible through telephone interview. In
collection of data, researcher used structured and unstructured interview. In structure
interview, the questions, their wording and their sequences were fixed and identical
for every respondent, (Saunder et al 2005:312). This type is highly standardized and
the interviewer follows rigid procedures, asking questions in a form prescribed,
(Kothari, 2008:98).
This is designed to collect information, views and opinion from respondents that the
researcher cannot capture from the questionnaire. It is a quick method of collecting
data compared to questionnaires. It is more flexible where the interviewer could
adapt to the situation and get as much information as possible.
32
Unstructured interview were characterized by a flexibility of approaching to
questioning, the interviewer was allowed much greater freedom to ask in case of
need, supplementary questions. It is less rigid and the researcher has more chance of
asking supplementary questions at any given time.
The researcher employed both types despite the weakness of unstructured interview
like lack of comparability as researcher may be forced by situations and respondent
behaviour. The researcher prepared a set of questions that reflected the research
objectives and question.
Interview was used in this research due to its greater flexibility in the questioning
process as in unstructured interview, the interviewer and interviewee were present
face to face, it was possible for them to clear up any misunderstanding question
immediately, either one side could question what they did not understand or during
the interview the researcher could reword or re-order the question when something
unexpected occurred. Moreover this method simplified the work for the researcher as
could get immediate answers to the questions asked when the respondent was
willing.
3.3.2.3 Document analysis
This is the method by which information is obtained by reading or visual information
from written documents. This method involves deriving information by carefully
studying written documents or visual information called document, (Mauya, 2009).
As the researcher has started above in the reason of choosing such kind of
methodologies of his study; the researcher used document analysis such as reading
the books, journals, internet and other publications pertaining to the study.
33
The highly intensions of the researcher to use this instrument was to obtain figures
and statistical data from formal personnel that helped him to fulfil the study’s
objectives. In addition, to avoid troubles of obtaining required information that can
be available through readings. Through reading various documents researcher
expected to get huge possibility that would enable him knowledgeable on this study.
The researcher anticipated that this would help him to be curious in obtaining further
information of his study.
3.4 Data Analysis
Data Analysis as a process of inspecting, cleaning, transforming, and modelling data
with the goal of highlighting useful information, suggesting conclusions, and
supporting decision making. Data analysis has multiple facets and approaches,
encompassing diverse techniques under a variety of names, in different business,
science, and social science domains. In this regard, researcher applied some
techniques such as descriptive statistics and exploratory data analysis in analysing
obtained data, (http://en.wikipedia.org/wiki/Data_analysis). Hence, data collected
during the study was reduced into summary form. The summary was processed by
using various computer programmes such as Excel and Statistical Packages for
Social Sciences (SPSS). The research findings was organized and presented by using
words, numbers and percentages by using tables, charts and graphs as to the
requirement of this study.
3.5 Validity and Reliability
For the purpose of establishing the validity and reliability of the study, an interview
was conducted where researcher asked varied questions to testify reliability of his
34
sources. This was done to identify questions that might be unclear or indefinite to the
respondents and any non-verbal behaviour of the participants that may possibly show
uneasiness or awkwardness about the comfortable or phrasing. This allowed for
improvements to be done before the distribution of questionnaires to a larger sample.
Prior arrangements were made to meet respondents for this interview then
questionnaires were administered to respondents.
3.6 Ethical Issues
Fisher et al (2010) recounts that when a researcher wants to do a research work s/he
should not treat people unfairly or badly. S/he should not harm people, or use the
information s/he discovers in her/his research to harm them, or allow it to be used to
do harm. This may sound alarmist and s/he should not assume that s/he will be beset
by such problems when s/he is doing a research. Nevertheless, it is sensible to
anticipate whether any such difficulties might occur. Thus, in determining the
fundamental of ethical issues; researcher put up with the system of ethical
protections that the contemporary social research establishment have created to try to
protect better the rights of their research participants. Researcher also stood for the
principle of voluntary participation that requires people not be coerced into
participating in research.
The researcher followed the ethical standards that require researchers not put
participants in a situation of risk of harm as a result of their participation;
confidentiality and informed consent; he assured that identifying information was not
be made available to anyone who is not directly involved in the study.
35
CHAPTER FOUR
4.0 RESEARCH FINDINGS, ANALYSIS AND DISCUSSION
4.1 Introduction
This particular chapter is concerned with the presentation, discussion and analysis of
the findings. The data collected during the study was carefully checked for
correctness, completeness, accuracy, clarity and uniformity. The data was then
processed by using varies statistical related software including Microsoft Excel
whereby all required measurements were presented in tables by using words,
numbers and percentages and then into charts and graphs.
4.2 The Current Media Situation
On this objective, researcher was guided by the question: what is the current trend of
media in Tanzania and what reasons influence foreigners to come and work in
Tanzania.
Researcher also made analysis on other factors pertaining to Tanzanian media
situation, these include: an influx of foreigners working in the media industry in
Tanzania, distribution of gender of foreigners working in the media industry in
Tanzania from June, 2011 to current June, 2012, an analysis of the distribution of
media outlets a in Tanzania, a distribution of media outlets in Tanzania Mainland and
Island, Media development in Tanzania and Media Legal Framework.
In attempting these questions, researcher first of all needed to know the status of
foreigners working in the media industry in Tanzania. Deliberately, he searched for
reasons influenced them to come and work in Tanzania then he categorises them in
annual influx trend and gender wise.
36
4.2.1 Factors Attracting Foreigners to Come and Work in Tanzania
To find out the factors that attract foreigners to come and work in Tanzania, the
researcher asked respondents to give their opinions on what they perceive to be the
main factors that attract foreigners to come and work in Tanzania. The feedback
from respondents was documented as shown in Figure 4.1.
Figure 4.1: Factors Attracting Foreigners to Come and Work in Tanzania
Source: Research Findings, 2013
The findings of the study show that political stability and existence of multinational
corporations such as BBC, DW, VOA, RFI and Xinhua scored majority percentage
(about 90%) as factors attract foreigners to come and work in Tanzania. Other factors
which scored between 70 - 80% were bilateral and multilateral agreements and
availability of media houses respectively. In addition, respondents mentioned that
foreigners are attracted to come and work in Tanzania due to the investment
opportunities and exchange programmes between different media houses.
0
10
20
30
40
50
60
70
80
90
Political Stability
Availability of
Media Houses
Existence of
Multinational
Corporations
Bilateral &
Multilateral
Agreements
Exchange Program
mes
Investment
Opportunities
Column1 90 80 90 60 40 50
37
Figure 4.2: The Influx of Foreigners Working in the Media Industry in
Tanzania from June 2011 to September 2012
Source: Research Findings, 2013
From the figure above, the findings show that a number of foreigners increase to
come in Tanzania due to the varied reasons. Amongst, The Media and Elections of
the European Union Election Observation Mission Final Report Tanzania – General
Elections October 2010 elaborates that the Tanzania’s liberalization policies of the
1990s helped foster the emergence of a private media sector. As there was an
increase in the number of journalists and privately-owned media outlets and there
was especially an increase in the number of print media.
Currently, the media boasts nearly 4,000 journalists in print and electronic media
both Tanzanians and foreigners to come and work in Tanzania media industry
compared to men. However, researcher failed to underpin the reason behind as he did
not obtain support from foreigners who work in media industry as they were thinking
they were trapped by the researcher.
0
1
2
3
4
5
6
June - September, 2011
October - December, 2011
January - March, 2012 April - June, 2012
East Africa Africa Europe and Americas
38
4.2.2 An Analysis of the Distribution of Media Outlets in Tanzania
On the same objective, researcher analysed the media composition; this is to say, he
wanted to know a number of newspapers, television and radio stations exist in
Tanzania. Statistics from TCRA shows that today, there are many sources of
information, encompassing both electronic and print media. There are more than
there are more than 50 nation-wide and regional TV stations and 60 radio stations
and 15 cable television providers.
In addition, the current records from the Tanzania Information Services
(MAELEZO) indicate that there are 761 registered newspapers/magazines, among
these, 24 newspapers (some of them regional), are published daily andmagazines63
are each week and monthly newspapers. Tanzania has also some newspapers that
come out seasonally to target particular campaigns.
Figure 4.3: Distribution of Media Outlets in Tanzania
Source: Research Findings, 2013
Furthermore, findings show that, the state-owned media continues to maintain a
dominance position. However, both private and state media (broadcast and print)
0
10
20
30
40
50
60
70
TV stations Radio stations Daily newspapers
magazines
39
cover all parts of the country. Districts are setting up new radio stations for their
areas, and some radio stations have been set up for refugees. The stations broadcast
in Kinyarwanda and Kirundi languages, which are understood well by the
beneficiaries. However, they are concentrated in cities and towns, where access to
facilities is easier than in rural areas. Freedoms of speech and association are widely
enjoyed by Tanzanians, including the members of the opposition and journalists. The
new media bill, which was in pipeline, has not yet been passed into law and
consultations with all stakeholders are still on.
4.2.3 A Distribution of Media Outlets in Tanzania Mainland and Island
On the mainland, the media is dominated by the state-owned Tanzania Broadcasting
Corporation (TBC) Radio and TV, while on Zanzibar it is dominated by the state-
owned TV Zanzibar (TVZ), Zanzibar Radio (STZ) and Zanzibar Leo, the only
island-produced newspaper. In 2007, TBC started the conversion process into a
public service broadcaster.
Figure 4.4: Distribution of Media Outlets in Tanzania Mainland and Island
Source: Research Findings, 2013
0
10
20
30
40
50
60
70
TV stations Radio stations Daily newspapers
magazines
Mainland
Zanzibar
40
However, the study found that the director general and its board of directors are still
appointed by the President and the Minister of Information, Culture and Sport,
raising concerns about TBC’s independence from the government.
In Zanzibar, where the main radio and TV stations (Zanzibar Radio and TVZ) are
state-owned, the population receives much of their mass media information from
government-controlled outlets. Private owned radio stations are Chuchu FM, and
Coconut FM, Bomba FM and others. This is particularly relevant in the case of
Pemba which, unlike its sister island Unguja, does not receive signals from a number
of mainland private radio and TV stations. The higher comparative quality of
mainland programs ensures a wider following in Unguja.
4.2.4 A Registration Trend for Newspaper from 1993 to June, 2012
Figure 4.5: Registration Trend for Newspaper from 1993 to June, 2012
Source: Research Findings, 2013
From figure 4.5, the current records from the Tanzania Information Services
(MAELEZO) indicate that there are 761 registered newspajpers/magazines, among
0
50
100
150
200
250
1990 - 1995 1996 - 2000 2001 - 2005 2006 - 2010 2011 - up to date
Newspapers
41
these, 13 newspapers are published daily, and 63 magazines published weekly. This
finding attributed by the increment of media associations; in Tanzania there are more
than 20, some of which have national, regional, and niche interests. The Tanzanian
media, through their different associations, have occasionally influenced MAELEZO
to further register more newspapers in order to quantify the Article 18 of the
Constitution. The last publication to be registered known as Book Marked, a weekly
newsletter owned by Desktop Production with 3000 copies circulating capability for
advertising purposes.
Moreover, from figure 4.5 confirms the growth of the media sector in Tanzania, the
findings show that new investors showing interest despite the high taxes demanded
by the government. For instance The Aga Khan Media Group (owns Mwananchi
Communications Limited) recently started new newspapers and a radio and
television station in Dar-es-Salaam city, joining other local businessmen like Mengi,
(owner of IPP Media) who have begun to venture into the sector.
4.2.5 Media Legal Framework
The Article 18 of the Constitution elaborates that Freedom of expression is
guaranteed by the Constitution, which also bans censorship. However, the legal
framework governing the media consists of a number of laws and regulations widely
perceived as outdated and inadequate and that if enforced could create a hostile
environment for media freedom. The Newspapers Act of 1976 provides for the
establishment and regulation of print media through the Registrar of the Tanzania
Information Services (MAELEZO). However, the Act also provides discretionary
powers to the President who can prohibit any publication for reasons of national
42
interest. The Act gives similar discretionary powers to the minister responsible for
information. The Broadcasting Service Act of 1993 and the Tanzania
Communications Regulatory Authority Act of 2003 established the Broadcasting
Services Commission, which issues broadcasting licenses and regulates and
supervises broadcasting activities by media outlets in the country. The National
Security Act of 1970 prohibits the publication of any confidential government
material. The Civil Service Act of 1989 prohibits any commissioners or civil servants
from disclosing information received during the course of government employment
without prior consent from the relevant ministry.
Thus, findings show that legal contextual needs reform; as it is put open that the
proposals to reform or repeal these laws in order to ensure greater media freedom are
currently underway. In 2006, the government drafted the Freedom of Information
Act with the aim of reforming the media legal framework. However, the bill was
strongly criticized by media stakeholders for its unsatisfactory media provisions;
stakeholders subsequently proposed a new drafting of the Freedom of Information
and Media Services Act (Draft Media Services Act 2008 for Mainland and Media
Services Act 2010 in Zanzibar).
4.3 To Assess the Contributions of Foreign Human Resources in the
Development of Media Professional in the Tanzania Context
The National Employment Policy (2008) recognises the role of foreign workers for
the use of technology and skills that are not available locally. It is put clear on the
Rationalising the Employment of foreigners in Tanzania, that the Government
recognizes the role of foreign workers for the use of technology and skills that are
43
not available locally, particularly those foreign workers who will facilitate the
acquisition of the required skills by local personnel, through training for skills
transfer in strategic areas.
However, there is a growing tendency of investors to employ foreigners in jobs that
could be well performed by Tanzanians thus depriving them of the rights of
employment and in many cases skills transfer is not effectively undertaken, (National
Employment Policy 2008: Pp 25-26).
Based on the interview questions imposed to the ministry, whereby researcher
needed to know where the existence of foreigners has contributions in the
development of media professional in the Tanzania context. The findings were as
follow: from the ministry, it acknowledges that for the purposes of addressing scarce
and critical skills gaps demanded by emerging investments, the Government in
collaboration with the private sector and other stakeholders established mechanism to
provide employment permits only to foreigners with appropriate skills and technical
expertise that is not readily available in Tanzania.
Furthermore it is open that employers shall be required to put in place and implement
mechanisms for ensuring skills transfer from foreign workers to local workers and
shall limit the duration of stay of the foreign workers in the country. And Labour
market information and services is developed to supply information on available
skills and the need for foreign skills in Tanzania.
On the 250 questionnaire distributed to varied personnel who in one way or another
link in this field the following were the findings:
44
Figure 4.6: The Response on Whether Foreign Human Resource Have
Contribution in the Development of Media Professional in Tanzania
Source: Research Findings, 2013
The findings above show that majority of respondents (approximately 90%) agreed
on the fact that foreign human resources’ have contributions in the development of
media professional in the Tanzania. The respondents asserted that foreign workers
are advanced in using technology and skills that are not available in Tanzania
vicinity.
Hence, their presence adds more value as they generous in sharing their knowledge
and experience with local Tanzanians and because of that they come out transformed
through training for skills transfer in strategic areas.
Contrary to the respondents who responded on whether foreign human resources’ do
not have contributions in the development of media professional in the Tanzania;
Figure 4.7 below provide the findings on this group.
90%
8% 2%
2%
Agree
Not Agree
Unknown
45
Figure 4.7: Percentage of the Response on Whether Foreign Human Resources’
Do Not Have Contributions in the Development of Media Professional in
Tanzania
Source: Research Findings, 2013
Figure 4.7 shows that the majority of respondents (approximately 94%) disagreed on
the fact that foreign human resources’ do not have contributions in the development
of media professional in the Tanzania. The 4% of the respondents, who agreed that
foreign human resources’ do not have contributions in the development of media
professional in the Tanzania asserted that their existence may lead to sedition and
unemployment as they may have the hidden agenda on their reporting style. They are
however take position that might be taken by qualified Tanzanians.
4.4 To Investigate the Effectiveness of Foreign Human Resources in Performing
Their Duties
In approaching this objective, researcher tried to investigate what has been done by
foreigners in media industry. The researcher was led by some question: What is the
effectiveness of foreign human resources in performing their duties.
4%
94% 2% 2%
Agree
Not Agree
Unknown
46
The findings were mostly relying on the Creativeness and Hardworking of foreign
human resources in performing their duties. The researcher distributed specific 50
questionnaires to local media personnel mainly in obtaining actual position of this
objective.
Table 4.2: The Response on Whether Foreign Human Resources Creativeness
and Hardworking:
Response Agree Not Agree Unknown Total
Creativeness 48 2 0 50
Hardworking 40 9 1 50
Source: Research Findings, 2013
Figure 4.8: Percentage of the Response on Whether Foreign Human Resources’
Creativeness
Source: Research Findings, 2013
From the table 4.2, the finding shows that 96% of the respondents who are equal to
47
48 media personnel agreed that foreign workers are creative toward their work; they
ascribed that due to the competitive education they have, they have been innovating a
number of jobs. They mentioned a usage the complex programmes in lay outing such
as Linux software which is not familiar to most of locals. The 4% respondents
disagreed, basing on the fact that, even Tanzanians could do the same if they were
offered the competitive education and given an advanced tools to performance such
assignments.
From figure 4.8, the finding shows that 96% of the respondents who are equal to 48
media personnel agreed that foreign workers are creative toward their work; they
ascribed that due to the competitive education they have, they have been innovating a
number of jobs.
Figure 4.9: Percentage of the Response on Whether Foreign Human Resources’
Hardworking
Source: Research Findings, 2013
80%
18%
2% 2%
Agree
Not Agree
Unknown
48
From Figure 4.9, the finding show that 80% of the respondents who are equal to 40
media personnel agreed that foreigners are hard workers; they attributed that if they
are assigned work and other duties, they can meet deadlines compared to locals.
While 18% disagree on this concept.
They recounted that, the portion of work assigned to foreign workers is minimal
compared to Tanzanians, and hence they disagreed that that foreign are hard workers.
The rest two per cent did not respond to this perception acknowledging that they all
know what to do in performing their work.
4.5 To Identify Social and Political Problems Caused By Foreign Human
Resources in Tanzania
It is accepted that the coming of foreign workers in Tanzanian media industry has
been of positive side, for instance they have attributed the conversion of Tanzanian
Analogue System (TAS) to Digital System which will see on the 31st of December
2012 to mark the end of the TAS. This exercise is taken care by the Chinese
Company known Star Media Group famously known as Star Times.
However, there are various generalized opinions on the impact of foreign workers in
Tanzanian economy and society. It is assumed that foreign employees are generating
difficulties in the Tanzania’s culture in particular. From the findings, following are
the various impacts of foreign human resources in Tanzania:
i. Social Problem
Finding reveals that as other permitted and prohibited immigrants, foreign labour
also poses many social problems and makes impacts on the local Tanzanians. They
49
make many social problems like spread of infections, embezzlement, burglary,
dishonest, rape, murders, and illegitimate settlements and so on.
Researcher tried to make an effort to obtain data on what physical problems were
caused by foreigners. However, due to the bureaucracy departments responsible did
not reveal what exactly done by foreigners.
ii. Political Stability
The influx of foreign workers in Tanzania have been posturing many insinuations on
political issues. It is assumed that most of them have been doing contrary to what
they have come for. The Tanzanians are worried for the Country’s social, economic,
political stability, unity and reservation. They are feared of flattering a minority
group unable to express views, influence or control the country politically if the
invasion of foreign workers in the country cannot controlled.
The findings show that in one incidence a foreign reporter engaged herself in Chama
cha Demokrasia na Maendeleo (CHADEMA) demonstration held in Arusha. This
incidence confirms an extra movement of these so called foreign correspondents who
work in Tanzanian media industry.
iii. Cultural Contamination
The findings show that some radio and television stations are used by investors and
corporations to foreign media spreading the policies and culture of foreign countries
and thus affect the traditions and our culture at large. Some foreign investors also
control the content of some of the media in the country, and thus affect the patriotic
attitude of the people. Our way of living is easily being distorted with continued
50
arrivals of foreign labour in our country. Hence, they may alter the cultural and
social commands of the normal practice of the Tanzanians in media industry.
Therefore, the Government must a close look on them in order maintain Tanzanian
culture.
iv. Economic Issues
It cannot be denied that the use of temporary foreign labour enables the rapidly
growing economics and societies to fill manpower needs; also, it is notably known
that a main objective of foreign workers to any nation is money. They work very
hard to ensure that they get better salaries and other compensations.
However, the pay levels for journalists have remained low, compared with other
sectors, despite the rising inflation rate. Reporters prefer killing good stories in
exchange for money because they find it more lucrative than running them in their
media houses. As the rate of unemployment has risen, many journalists are working
as freelancers under poor conditions, with little or no pay.
The broadcasting sector, especially program announcers and presenters, are better
paid than their colleagues in the print media. A few media houses have managed to
import modern facilities and equipment for use in news gathering and broadcasting.
Such equipment includes digital studio equipment, recorders, and digital video and
still cameras, which have helped to produce better-quality news reports.
However, data shows that foreign workers have had an impact on the wage structure,
labour market, competition with nationals. It is noted that they receive higher salaries
than their co-workers who are Tanzanian nationals with same qualifications!
51
Another apparent awful shock is the high transfers of funds throw out by foreign
workers to their home countries. Due to the higher compensations they obtain,
foreign workers also thought to be accountable for the elevated rate of inflation
because of their increased requirements. Due to the tax holidays; they enjoy public
supplies without paying taxes. Hence, they become a burden in the Tanzanian
economy.
v. Loss of Employment for Nationals
An influx of foreign workers in Tanzania media industry is imposed a great threat to
Tanzanian national. During an interview with the in charge of journalists registration
in the Ministry of Information, Culture and Sports, it is revealed that due to the East
African Common Market which allows free movements of East Africans most of
them are hired due to the fluency in English language. This situation has attributed to
the wage rate for local workers to go down.
52
CHAPTER FIVE
5.0 CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
This chapter presents the summary of findings, conclusions and recommendation
made with regard to the study findings and objectives.
5.2 Summary of Findings
From the findings of this study, the researcher found out that providing and receiving
information across the world have recognized as one of human rights. United
Nations, the African Union are official declarations that the government has ratified
the right receive and impart information. This right, like many other rights all
supplied in accordance with the duty of every citizen in the community and
individual human freedom.
Hence, this right has been attracting an influx of varied personnel to engage them in
this sector as it touches every one’s life.
The Constitution of the United Republic of Tanzania of 1977, Article 18 of the
Constitution states that:
a. Has a freedom of opinion and expression of his ideas;
b. Has out right to seek, receive and, or disseminate information regardless of
national boundaries;
c. Has the freedom to communicate and a freedom with protection from
interference from his communication;
d. Has a right to be informed at all times of various important events of life and
activities of the people and also of issues of importance to the society.
53
Furthermore, according to the Broadcasting Services Policy, 1993, media industry
sector has grown much since the Information and Broadcasting Policy the first was
issued in 1993. Number of newspapers has been increasing from two (2) in 1992to
twelve(12) in January, 2003.Moreover, the number of weekly newspapers increased
from five in 1992to 30in January, 2003. Likewise, the number of radio stations in
Tanzania Mainland increased from one in 1992to 30, In January 2003. Tanzania
mainland now has more television stations than 30 including Tanzania Broadcasting
Corporation (TBC) established in 2000. When the policy is issued in 1993, there was
no even single TV station.
Moreover, the number of journalism training colleges has grown from two in 1993 to
eight in January, 2003. Similarly, the Tanzania Broadcasting Commission was
established in 1993to manage the Broadcasting Sector and later, in 2003, Tanzania
Broadcasting Commission was replaced by the Tanzania Communication Regulatory
Authority (TCRA). The increase of private media stations is attributed by the
Tanzania Investment Act, 1997 which has put in place investment incentives which
provide a soft landing platform to all investors during the initial stage of the projects
implementation. These incentives are both fiscal and no-fiscal.
The researcher found out that, incentives offered to investors in Tanzania include;
investment allowances which are forms of tax relief that are based on the value of
expenditure on investment, capital repatriation which allows investors to take out of
the country any gains in their capital, tax holidays which allow investors to operate
without paying taxes for a particular period of time and tax credits which is earned as
a fixed percentage of investment expenditures incurred.
54
Hence, most of foreigners have been investing in media industries. An example of
private owned firm is Mwananchi Communication Limited (MCL), which employed
many foreigners. However, a large percentage of newspapers and other publications
are read more urban areas where supply is simple, and the level of knowledge read
and write is higher. The current records from the Tanzania Information Services
(MAELEZO) indicate that there are 761 registered newspapers/magazines, among
these, 13newspapersare published daily, and 63 magazines published weekly. Hence,
an availability employment positions in the field attract huge number of people
especially foreigners to seek for vacancies in Tanzania where nationals cannot fit.
It is also observed that inadequate of competitive education among Tanzanian
nationals, which is catalyzed by few universities providing media professionals and
who mostly do not meet the needs of the nation has influenced foreigners to come
and work in Tanzania.
5.3 Conclusion
From the discussed and analyzed findings, the researcher concludes that one of the
reasons contributed to employment of foreigners in the media industries is lack of
competitive education among journalists. During data collection, researcher observed
that many journalists have no professional training. This is catalyzed by few
universities providing media professional and which mostly do not meet the needs of
the nation. In addition, many private colleges have no permanent residence, no
curriculum; they do not have enough materials and have teachers with higher
education and experience. Thus, the training offered by some institutions of
information is the level below the amount that does not meet the level of
55
professionalism required. Also, due to the complexity of existing laws private
colleges teaching facilities, the media have been established as a trading company.
In addition, the researcher found out that the contributions of the foreign human
resources in Tanzania’s economy influences indigenous journalists to adopt the new
technology brought by these foreigners and innovation as well. The effectiveness of
these foreigners is posed by their contribution toward hardworking spirit and
creativeness.
However, it is anticipated that their existence may lead to sedition and
unemployment as they may have the hidden agenda on their reporting style. They are
however take position that might be taken by qualified Tanzanians.
5.4 Recommendations
From the findings, researcher found the confusion between regulations and policies
in regulating foreigners in Tanzania. Among other regulations and policies, the
Tanzania Investment Act, 1997 and the Broadcasting Services Act, 1993; while the
former advocacy that, a foreigner can come and invests in the country based on the
capital s/he has. The latter argues that, a foreigner can come and invest in the media
industry in a sense that they own only 49 per cent of shares and the rest 51 per cent
should be owned by Tanzania nationals.
Thus, researcher recommends to the government that there is a need to harmonise
regulations and policies in order to align work flow between governments
departments. Moreover, in order to retain the required status, the researcher
recommends that the government should put in practice a sensitive mechanism that
56
will ensure that despite of their contribution to the field; foreigners working in the
media industry follow laws of the country.
Based on the Broadcasting Services Act, 1993 that insisting on the ensuring the
operating of media industry should in the hands of Tanzanians and foreigners are
hired only if their expertise is not available in the country. Hence, researcher further
recommends that, there is no need to employ them in areas where Tanzanians fit.
On the development of the competitive local human resource: it is insisted by the
various Government policies, the human resource is definitely the most important
aspect of production because it is capable of transforming all the other factors for the
betterment of human life and human welfare. Developing and utilising this resource
effectively increases its productivity and its capital value. Thus, researcher advises
that human resources development must be one of the leading objectives on the
nation’s development agenda.
The National Economic Empowerment Policy, 2004, provides a general guideline
which ensures that the majority of the citizens of Tanzania have access to
opportunities to participate effectively in economic activities in all sectors of the
economy.
In this regard, sector policies will give preferential treatment to nationals where
necessary so as to enhance their bargaining position and opportunities. Hence, the
researcher recommends that the government should also ensure that it provides a
competitive environment to Tanzanians so as they can compete against foreigners in
media industry investment as it is guided by this policy.
57
5.5 Further Research
From the findings of this study, researcher assumes that, there are some areas that
need further examinations. Among others the following are evidently seen as
vicinities that need deeper investigation:
Foreigner Employment, further studies needed to be done in order to ensure that
working permit issued to foreign workers in the country do not prejudice skilled
Tanzanians access to employment opportunities emerging from local and foreign
investments.
Taxation of foreigners, further studies may go in details and scrutinising taxes that
are imposed on them. These studies can assist in developing laws that may include
the strengthening of regulations relating to policy making issues so as to increase
Tanzania’s revenues.
Salary equity, as it is shown above, there are inequality in salary and other
remunerations payments to staff who have equal qualifications; nationals are paid
less than foreigners. Hence, researcher sees an importance of examining this area in
order to equalise compensations package to all employee despite of their race or
origin.
Security matters, the objective should be to study the setup of a special unit which
will monitor day to day activities of foreigners working in Tanzania. We have
witnessed a number of foreigners who have been diverting from the original purpose
(provoking their working/residence permits) by doing controversial activities such as
human trafficking, drug dealing and even participating in political matters contrary to
our Land’s Laws.
58
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Schedule of Activities
The duration of the field work is expected take about four months. The time is
scheduled in terms of 18 weeks starts on Thursday, February 02 - 04, 2012, where a
comprehensive Research Proposal Seminar will be conducted. Then a four week
preparation of the research proposal follows. The rest of activities are shown
hereunder:
Fieldwork Schedule
ACTIVITY WEEKS
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Research
Proposal
Seminar
Proposal
Preparation
Preparation of
field work
Familiarizatio
n with staff
and function
Data
collections
and
compilation
Data analysis
First draft
report
preparation
Preparation of
final report
Submission
and
Presentation
64
Budget
S/N PARTICULARS NUMBER OF
DAYS
COST PER
DAY(TSH)
AMOUNT
(TSH)
1. Transport allowance 90 20,000/- 1,800,000/-
2. Breakfast and meals
allowance
90 10,000/- 900,000/-
3. Data collection
allowance
30 - 300,000/-
4. (a) Stationeries
(b) Flash disk
-
-
-
-
250,000/-
50,000/-
5. Secretarial services
(a) printing
(b) photocopy
(c) binding
(d) internet
(e) credit top up
(vouchers)
-
-
-
-
-
-
-
-
200,000/-
50,000/-
50,000/-
50,000/-
200,000/-
6. Miscellaneous
expenses
- - 65,000/-
TOTAL 3,915,000/-
65
APPENDICES
Appendix I: Assistance Letter
P.O. Box 36120
Dar es Salaam
March 25, 2012
To Whom It May Concern:
Dear Sir or Madam:
RE: RESEARCH ASSITANCE
I am a last year student pursuing a Master of Human Resources Management, at The
Open University of Tanzania.
As a requirement for the completion of my studies, it is stipulated that, I should
undertake a research on any preferred subject. My preferred Topic is The Impact of
Foreign Human Resources in Tanzania. A Case of Media Industry.
Therefore, I would to like to take this opportunity to ask you to assist me in filling in/
answering my questionnaire, attached herewith.
For the quickest respond, I request you to use my personal contacts, shown
hereunder. It is my anticipation that you will offer me your esteemed time in filling
my questionnaires.
Thanks in Advance.
Sincerely yours,
…………………....................….
SAIDI AHMED MKABAKULI
Personal Contacts:
P.O. Box 36120 Dar es Salaam Cell: +255 713 898081 Email: [email protected]
66
Appendix II: General Questionnaire
QUESTIONNAIRE
Instructions:
This question intends to collect data about: The Impact of Foreign Human
Resources in Tanzania. A Case of Media Industry.
1. Each respondent serve as representative of others.
2. This questionnaire consist of two type or question
(a) Questions which need a tick (V)in the appropriate box of the option.
(b) Question which need fill or explanation.
3. Please kindly answer these questions correctly as instructed but you are free to
skip any question you fill uncomfortable to respond.
4. The researcher asks you maximum cooperation to make this work successful.
5. This is not a test there is no correct or wrong answer response.
6. Confidentiality will be regarded to all given information, to be used only for the
intended purpose.
7. Don’t write your name anywhere in this questionnaire.
8. The researcher expects this questionnaire before May 01, 2012.
Thank you for your cooperation
67
Questions:
1. What is your sex?
(i) Male ( )
(ii) Female ( )
2. What is your age group
(i) 18 - 24 ( )
(ii) 25 – 30 ( )
(iii) 31-35 ( )
(iv) 36 – above ( )
3. What is your education level?
(i) Primary education ( )
(ii) Secondary education ( )
(iii) Advanced level ( )
(iv) College/University ( )
4. What is your occupation………………………………………………
5. Do you know anything concerning foreign workers?
(i) Yes ( )
(ii) No ( )
6. Do you think globalisation as contributed integration in influx of people working
in other nations?
(i) Yes ( )
(ii) No ( )
68
7. Is it true that foreign workers have effects while working in Tanzania?
(i) Yes ( )
(ii) No ( )
If yes, what are they?
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
8. Do you know other reasons that foreign workers attribute while working in
Tanzania?
If yes, mention the reasons
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
Do you know other socially and politically impacts that are caused by foreign
workers, please mention them
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
69
Appendix III: Specific Questionnaire
QUESTIONNAIRE
Instructions:
This question intends to collect data about: The Impact of Foreign Human
Resources in Tanzania. A Case of Media Industry.
1. Each respondent serve as representative of others.
2. This questionnaire consist of two type or question
(a) Questions which need a tick (V) in the appropriate box of the option.
(b) Question which need fill or explanation.
3. Please kindly answer these questions correctly as instructed but you are free to
skip any question you fill uncomfortable to respond.
4. The researcher asks you maximum cooperation to make this work successful.
5. This is not a test there is no correct or wrong answer response.
6. Confidentiality will be regarded to all given information, to be used only for the
intended purpose.
7. Don’t write your name anywhere in this questionnaire.
8. The researcher expects this questionnaire before May 01, 2012.
Thank you for your cooperation
70
Questions:
1. What is your sex?
(i) Male ( )
(ii) Female ( )
2. What is your age group
(v) 18 - 24 ( )
(vi) 25 – 30 ( )
(vii) 31-35 ( )
(viii) 36 – above ( )
3. What is your education level?
(v) Primary education ( )
(vi) Secondary education ( )
(vii) Advanced level ( )
(viii) College/University ( )
4. What is your occupation………………………………………………
5. Do you know anything concerning foreign workers (Journalists)?
(i) Yes ( )
(ii) No ( )
6. Is it true that foreigners come and work in Tanzania? Why?
Please mention reasons
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
71
7. Is it true that foreign workers (Journalists) have effects while working in
Tanzania?
(i) Yes ( )
(ii) No ( )
If yes, what are they?
…………………………………………………………………………………………
…………………………………………………………………………………………
8. How many of them in Tanzania right now?
8.1 How many are male
8.2 How many are female
9. What is a mean per year?
10. Do you have statistics that show number of foreign workers (Journalists) in every
media house?
10.1 If Yes, please arrange them accordingly. Eg. Mwanachi Communications
Ltd 10 reporters, 1 Managing Editor etc
10.2 If No, why?
11. What policy/act regulates foreign workers (Journalists) while working in
Tanzania?
12. Do you offer working permits to foreign workers (Journalists) working in
Tanzania right now? What are the requirements? (Please, attach it)
72
13. Don’t think that giving them opportunities to work hindering employment for
Tanzanians with the same qualifications?
14. Do you know other reasons that foreign workers (Journalists) attribute while
working in Tanzania?
If yes, mention the reasons
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
Do you know other socially and politically impacts that are caused by foreign
workers (Journalists), please mention them
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
Thank you for your cooperation
73
Appendix IV: Interview Questions
INTERVIEW QUESTIONS
1. Do you know anything concerning foreign workers?
2. How are foreign human resources contributing to advancement of media
professional in the Tanzania context?
3. Is it true that foreign workers have effects while working in Tanzania?
4. Do you know other reasons that foreign workers attribute while working in
Tanzania? If yes, mention the reasons
5. Do you know other socially and politically impacts that are caused by foreign
workers, please mention them
6. What is the effectiveness of foreign human resources in performing their duties?
7. What are social and political problems caused by foreign human resources in
Tanzania?
8. What other measures do you propose in order to curb/maintain effectiveness of
foreign human resources while working in Tanzania?
9. Do you have any other contributions in order to improve this study?
Thank you for your cooperation
SAIDI AHMED MKABAKULI
(Master of Human Resources Management Student)
74
Appendix IV: Licensed Content Service Providers:
No Name of
Licensee
Address Authorized
Service Area and
Location of Base
Station
Authorized
Service Area
1. Radio One P.O. Box 4374
DAR ES SALAAM
TEL:+255 22 2775915/6
FAX: +255 22 2775915
E-
mail:[email protected]
om
National
(COMMERCIAL) Dar es Salaam
National
2. Radio Free
Africa (RFA)
P.O. Box 1732
MWANZA
TEL:+255 28 2500713/2503262
MOBILE:+255 784 782237
E-mail: [email protected]
www.radiofreeafrica.co.tz
National
(COMMERCIAL)
Mwanza
National
3. Radio East
Africa FM
P.O. Box 4374
DAR ES SALAAM
TEL:+255 22 2775916/4
FAX: +255 22 2772752
E-mail: [email protected]
www. eatv.tv
National
(COMMERCIAL) Dar es Salaam
National
4. Clouds
Entertainment
P.O. Box 31513
DAR ES SALAAM
TEL:+255 22 2123919 / 784 700488
FAX:+255 22 2124647
E-mail: [email protected]
National
(COMMERCIAL)
Dar es Salaam
National
5. TBC Taifa P.O.Box 9191
DAR ES SALAAM
TEL:+255 222860760
FAX: +255 222865577
E-mail: [email protected]
www.tbcorp.org
National
(COMMERCIAL)
Dar es Salaam
National
6. PRT Radio
Tanzania
P.O.Box 9191
DAR ES SALAAM
TEL: +255 222860760
FAX: +255 222865577
E-mail: [email protected]
www.tbcorp.org
Regional
(COMMERCIAL)
Dar es Salaam
Regional
7. Radio
Kwizera
P.O. Box 154
NGARA
TEL: +255 28 2820241/2223679
FAX: +255 28 2223795
E-mail: [email protected]
Regional
(NON-
COMMERCIAL) Ngara
Regional
8. Radio
Tumaini
P.O. Box 9916
DAR ES SALAAM
Regional
(NON-Regional
75
TEL:+255 22 2117307; 2112594
FAX: +255 22 2112594
E-mail: [email protected]
COMMERCIAL) Dar es Salaam
9. Passion FM P. O. Box 10748
MWANZA TEL: +255 282540984
MOBILE: +255 784604052; +255
717109910
E-mail: [email protected]
Regional
(COMMERCIAL)
Mwanza
Regional
10. Radio Kiss
FM
P.O. Box 1732
MWANZA
TEL: +255 28 2500713; 2503262
MOBILE: +255 784 782237
E-mail: [email protected]
Regional
(COMMERCIAL)
Mwanza
Regional
11. Radio
SautiyaInjili
P.O. Box 777
MOSHI
TEL:+255 272750080
FAX: 255 272750262
E-mail: [email protected]
Regional
(NON-
COMMERCIAL) Moshi
Regional
12. Radio Maria P.O. Box 34573
DAR ES SALAAM TEL:+255 22 2773837
MOBILE: +255 754 773137
FAX:+255 22 2771727
E-mail: [email protected]
www.radiomariatanzania.co.tz
Regional
(NON-
COMMERCIAL) Songea
Regional
13. Radio Uhuru
FM
P.O. Box 9221
DAR ES SALAAM
TEL:+255 22 2180203
FAX:+255 22 2180203
E-mail: [email protected]
E-mail: [email protected]
Regional
(COMMERCIAL) Dar es Salaam
Regional
14. Radio
Mwangaza
FM
P.O. Box 970
DODOMA TEL:+255 26 2353097
FAX: +255 26 2353038
E-mail: [email protected]
www.mwangazafm.gq.nu
Regional
(NON-
COMMERCIAL) Dodoma
Regional
15. Radio Imaan
FM
P.O. Box 6011
MOROGORO Mobile: +255 784 223779, +255
784 330844 , +255 713 596223
+255 713 322533
FAX: +255 232613791
E-mail: [email protected]
Regional
(NON-
COMMERCIAL) Morogoro
Regional
16. Capital Radio P.O. Box 8840
DAR ES SALAAM
Regional Regional
76
TEL:+255 22 2775915/6
FAX: +255 22 2775915
E-mail: [email protected]
www.ippmedia.com
(COMMERCIAL) Dar es Salaam
17. Times Radio
FM
P.O. Box 71439
DAR ES SALAAM TEL:+255 22 2128555
Mobile: +255 786 038962
+255 782 025025
FAX:+255 22 2128555
E-mail: [email protected]
Regional
(COMMERCIAL) Dar es Salaam Regional
18. Safina Radio
FM
P.O.BOX 1109
ARUSHA TEL: +255 27 2506735
Mobile:+255 784 366518
+255 758 366518
E-mail: [email protected]
Regional
(NON-
COMMERCIAL) Arusha
Regional
19. Sibuka FM
Radio
P.O. Box 221
MASWA TEL:+255 28 2750360
FAX:+ 255 28 2750360
E-mail: [email protected]
Regional
(COMMERCIAL) Maswa
Regional
20. Radio 5
Arusha
P.O. Box 11843
ARUSHA TEL: +255 27 2503622
MOBILE:+255 756 799999
E-mail: [email protected]
Regional
(COMMERCIAL) Arusha
Regional
21. Radio Ebony
FM
P. O. Box 70270
IRINGA TEL: +255 26270114
FAX: +255 26270115
E-mail:[email protected]
Regional
(COMMERCIAL) Iringa
Regional
22. Radio Kili
FM
P.O. Box 1335
MOSHI
TEL: +255 27 27 51192
MOBILE: +255 754318352
FAX: +255 27 27 50182
E-mail: [email protected]
Regional
(COMMERCIAL) Moshi
Regional
23. Country FM P.O. Box 368,
IRINGA TEL:+ 255 26 2701919
MOBILE:+255 754 307508
FAX:+255 26 2701919
E-mail: [email protected]
Regional
(COMMERCIAL) Iringa
Regional
24. Classic FM
Radio
P.O. Box 19045
DAR ES SALAAM TEL:+255 2116341/6
FAX:+255 22 2113112
E-mail: [email protected]
District
(COMMERCIAL) Dar es Salaam
Regional
25. Magic FM P.O. Box 19045 District Regional
77
Radio DAR ES SALAAM TEL:+255 22 2116341/6
FAX:+255 22 2113112
E-mail: [email protected]
www.chten.tv
(COMMERCIAL) Dar es Salaam
26. Magic FM
Radio
P.O. Box 19045
DAR ES SALAAM TEL:+255 22 2116341/6
FAX:+255 22 2113112
E-mail: [email protected]
www.chten.tv
District
(COMMERCIAL) Dar es Salaam
Regional
27. Radio
Chemchemi
P.O. Box 34
SUMBAWANGA
TEL:+255 25 2802014; 2802098
District
(NON-
COMMERCIAL) Sumbawanga
District
28. Radio Saut
FM Stereo
P.O. Box 307
MWANZA TEL:+255 28 2550090;
2550269; 2550270-2
FAX:+255 28 2550167
District
(NON-
COMMERCIAL) Mwanza
District
29. Abood Radio P.O. Box 127
MOROGORO TEL:+255 23 2603754;
2613877; 2601152
FAX:+255 23 2603039
E-mail:[email protected]
District
(COMMERCIAL) Morogoro
District
30. Radio Faraja P.O. Box 47
SHINYANGA TEL:+255 28 276304;
2762633; 2762593
Mobile: +255 715274478
E-mail: [email protected]
District
(NON-
COMMERCIAL) Shinyanga
District
31. Wapo Radio P.O. Box 76837
DAR ES SALAAM TEL:+255 22 2851266
FAX: +255 22 2851266
E-mail: [email protected]
District
(NON-
COMMERCIAL) Dar es Salaam
District
32. Sunrise FM
Radio
P.O. Box 10552,
ARUSHA
MOBILE:+255 754855724
District
(COMMERCIAL) Arusha
District
33. Radio Ukweli P.O. Box 1171
MOROGORO TEL:+255 23 2614713; 2614977
Mobile: +255 754 821497
+255 754 443914
Email: [email protected]
District
(NON-
COMMERCIAL) Morogoro
District
34. Triple ‘A’ FM
Radio
P.O. Box 11125
ARUSHA. TEL:+255 27 2544921
MOBILE: +255 754 333885 /784
District
(COMMERCIAL) Arusha
District
78
281321
35. Victoria FM
Radio
P.O. Box 942
MUSOMA TEL:+255 28 2622944; 2622091
Mobile:+255 754 000906
District
(COMMERCIAL) Musoma
District
36. Praise Power
Radio
P.O. Box 7291
DAR ES SALAAM TEL: +255 22 22 2780195
MOBILE: +255 773 349572
FAX : +255 22 22 2780195
District
(NON-
COMMERCIAL) Dar es Salaam
District
37. Choice FM
Radio
P.O. Box 32513
DAR ES SALAAM TEL:+255 22 2123919
Mobile: +255 784 700488
FAX: +255 22 2124647
E-mail: [email protected]
District
(COMMERCIAL) Dar es Salaam
District
38. Radio Upendo P.O. Box 13603
DAR ES SALAAM TEL:+255 22 2124221 / 6 /8
E-mail: [email protected]
District
(NON-
COMMERCIAL) Dar es Salaam
District
39. Radio
Tumaini
International
P.O. Box 9916
DAR ES SALAAM TEL:+255 22 2117307; 2112594
FAX: +255 22 2112594
E-mail: [email protected]
District
(NON-
COMMERCIAL) Dar es Salaam
District
40. Mlimani FM
Radio
P.O. Box 4067,
DAR ES SALAAM TEL: +255 22 2700756; 2700236;
2773040 ; 2700238
FAX: +255 22 2700239
E-mail: [email protected]
www.ijmc.udsm.ac.tz
District
(NON-
COMMERCIAL) Dar es Salaam
District
41. Morning Star
FM
P.O. Box 77170
DAR ES SALAAM TEL: +255 22 2780680
Mobile: +255 756 677677
E-mail:[email protected]
District
(NON-
COMMERCIAL) Dar es Salaam
District
42. Radio Sautiya
Quran
P.O. Box 21422
DAR ES SALAAM TEL: +255 22 2667008;2667830
FAX: +255 22 2668060
E-mail: [email protected]
District
(NON-
COMMERCIAL) Dar es Salaam
District
43. C.G. FM
Radio
P. O. Box 2207
TABORA TEL:+25526 2605763
Mobile: +255 754 382719
+255 784 341273
FAX: +25526 2605763
District
(COMMERCIAL) Tabora
District
79
E-mail: [email protected]
44. Voice of
Tabora
P.O. Box 84
TABORA Mobile: +255 784261761
+255 773361371
E-mail: [email protected]
District
(COMMERCIAL) Tabora
District
45. Kasibante FM
Radio
P.O.Box 770
BUKOBA TEL: +255 28 2220354
Mobile: +255 784250080
+255 784 615600
FAX: +255 28 2220353
E-
Mail:[email protected]
k
District
(COMMERCIAL) Bukoba
District
46. Living Water
FM
P.O. Box 6234
MWANZA MOBILE:+255 784 382585
+255 713 566080
E-mail: [email protected]
District
(NON-
COMMERCIAL) Mwanza
District
47. BomaHaiRadi
o
P. O. Box 27
HAI
TEL: +255 27 2758441
FAX : +255 272756102
District
(NON-
COMMERCIAL) Hai
District
48. Kitulo Radio P.O. Box 6
MAKETE TEL: +255 262740016
FAX: +255 262740103
E-mail:[email protected]
District
(NON-
COMMERCIAL) Makete
District
49. Radio Uzima P.O.Box 491
DODOMA TEL: +255 26 2352810
FAX: +255 26 2354635
E-mail: [email protected]
District
(NON-
COMMERCIAL) Dodoma
District
50. Uplands FM
Radio
P.O. Box 610
NJOMBE TEL: +255 26 2782828
FAX: +255 26 2782828
E-mail: [email protected]
District
(COMMERCIAL) Njombe
District
51. Qiblatain FM
Radio
P.O. Box 80
IRINGA TEL:+255 262700488
FAX:+255 262700989
E-
mail:[email protected]
District
(NON-
COMMERCIAL) Iringa
District
52. Moshi FM
Radio
P.O. Box 933
MOSHI TEL:+255 27 2755330
FAX:+255 27 2750073
E-mail: [email protected]
District
(COMMERCIAL) Moshi
District
80
53. Pambazuko
FM Radio
P.O. Box 475
DAR ES SALAAM Mobile: +255 713 484628
+255 713 888877
E-mail: [email protected]
District
(COMMERCIAL) Ifakara
District
54. Radio
HabariNjema
P.O.Box 49
MBULU TEL:+255 27 2533113
FAX:+255 27 2533114
E-mail:[email protected]
District
(NON-
COMMERCIAL) Mbulu
District
55. Mbeya
Highlands FM
Radio
P.O.Box 32010
DAR ES SALAAM
Mobile :+255 754386052
+255 754299752
E-
mail:[email protected]
District
(COMMERCIAL) Mbeya
District
56. Radio Furaha
P.O.Box 511
IRINGA Mobile: +255 755204557
E-mail: [email protected]
District
(NON-
COMMERCIAL) Iringa
District
57. Bomba FM
Radio Station
P.O.Box 157
MBEYA Mobile: +255 713345822
+255 784990416
E-mail:[email protected]
District
(COMMERCIAL)
Mbeya
District
58. Kahama FM
Stereo Radio
P.O.Box 1065
KAHAMA Mobile: +255 714974799
+255 782806441
+255 683232184
E-mail: [email protected]
District
(COMMERCIAL)
Kahama
District
59. Kifimbo
Radio Station
P.O.Box 1501
DODOMA Mobile: +255 713 262836
+255 713 218600
E-mail: [email protected];
District
(COMMERCIAL)
Dodoma
District
60. Baraka FM
Radio
P.O.Box 377
MBEYA TEL: +255 25 2504139
FAX: +255 25 2504139
E-mail:[email protected]
District
(NON-
COMMERCIAL)
Mbeya
District
61. Generations
FM Radio
P.O.Box 1628
MBEYA
TEL: +255 252500277 Mobile: +255 717 282828
+255 715 660556
FAX:+255 252500277
E-
mail:[email protected];inf
District
(COMMERCIAL)
Mbeya
District
81
62. Hot FM Radio P.O.Box 537
IRINGA TEL: +255 262701114
FAX: +255 262701115
Mobile: +255 784 877788
+255 767000002
E-mail:[email protected]
District
(COMMERCIAL)
Iringa
District
63. Radio Vision
FM
P.O.Box 956
BUKOBA Mobile: +255 767 989829
+255 763146232
E-mail:
District
(COMMERCIAL)
Bukoba
District
64. Nuru FM
Radio
P.O.Box 795
IRINGA FAX: +255 262703112
Mobile: +255 754662224
+255 784662224
E-mail: [email protected]
www.idydc.or.tz
District
(NON-
COMMERCIAL) Iringa
District
65. Radio
Huruma (HR)
P.O.Box 1108
TANGA TEL: +255 272645999
FAX: +255 272643548
Mobile: +255 713318561
+255 784680686
E-mail: [email protected]
District
(NON-
COMMERCIAL) Tanga
District
66. Pride FM
Radio
P.O.Box 1014
MTWARA TEL: +255 222760460
FAX: +255 222760460
Mobile:+255 754287873
+255 715299981
E-
mail:[email protected];
Web: www.878pridefm.com
District
(COMMERCIAL)
Mtwara
District
67. Safari Radio P.O. Box 1121
MTWARA TEL: +255 232334496
FAX: +255 232334495
Mobile:+255 784 501166
+255 655 501166
E-mail: [email protected]
www. safariradio.co.tz
District
(COMMERCIAL)
Mtwara
District
68. Radio Ushindi
FM Stereo
P.O. Box 8437
DAR ES SALAAM Mobile: +255 754383276
+255 715383276
District
(NON-
COMMERCIAL) Mbeya
District
82
E-mail: [email protected]
69. Jogoo FM P.O.Box 640
SONGEA TEL: +255 252602694
FAX: +255 252602694
Mobile: +255 713503995
+255 754490049
+255 755468080
E-mail: [email protected]
District
(COMMERCIAL)
Songea
District
70. HHC Radio
Station
P.O.Box 6419
MWANZA TEL: +255 282500309
FAX: +255 282500309
Mobile:+255 762404383
E-mail: [email protected]
District
(NON-
COMMERCIAL) Mwanza
District
71. Sport FM
Radio
P.O.Box 230
DODOMA MOBILE:+255754 890936
+255786 890936
+255658 890936
E-mail: [email protected]
District
(COMMERCIAL) Dodoma
District
72. Afya Radio
FM
P.O.Box 1719
MWANZA TEL: +255 282541692
FAX:+255 282540256
Mobile:+255784227276
E-mail:[email protected]
District
(NON-
COMMERCIAL) Mwanza
District
73. KwaNeema
FM Radio
P.O.Box 1301
MWANZA TEL: +255 282561390
FAX:+255282500676
MOBILE:+255754435861
E-
mail:[email protected]
District
(NON-
COMMERCIAL) Mwanza
District
74. Info Radio
FM
P.O.Box 331
MTWARA TEL: +255 232334271
FAX: +255 232334273
Mobile:+255 713244735
+255 784244735
District
(COMMERCIAL) Mtwara
District
75. Planet FM
P.O.Box 1557
MOROGORO Mobile: +255 712179816
E-mail: [email protected]
District
(COMMERCIAL) Morogoro
District
76. MUM FM
Radio
P.O.Box 1131
MOROGORO Mobile:+255655003744
District
(NON-
COMMERCIAL) Morogoro
District
77. Ulanga Radio
FM
P.O.Box 22
MAHENGE/ULANGA
District
(NON-District
83
Tel: +255232620340
Fax: +255232620307
E-mail: [email protected]
COMMERCIAL) Ulanga
78. Top Radio
FM
P.O.Box 60113
MOROGORO MOBILE:+255715306699;
+255787306699
E-mail: [email protected]
District
(NON-
COMMERCIAL) Morogoro
District
79. Radio Metro
FM Stereo
P. O BOX 228
MWANZA Tel: +255282502341
Fax: +255282502341
Mobile: +255754274340
E-mail: [email protected]
District
(COMMERCIAL) Mwanza
District
80. Radio Best
FM
P.O.Box 73
LUDEWA Tel: +255 26 2790061
Mobile: +255754302152
E-mail: [email protected]
District
(COMMERCIAL) Ludewa
District
81. Dodoma FM P. O BOX 799,
DODOMA Tel: +255784244705
+255715244705
+255767244705
Email: [email protected]
District
(COMMERCIAL) Dodoma
District
82. Nyemo FM
Radio
P. O BOX 128,
DODOMA Tel: +255712445757
+255754268656
Email: [email protected]
District
(COMMERCIAL) Dodoma
District
83. NgurumoyaU
pako
P. O BOX 1405
ARUSHA Tel: +255732978049
Email: [email protected]
www.nyufm.com
District
(NON-
COMMERCIAL) (Arusha)
District
84. Radio
Sengerema
P.O. Box 4302
DAR ES SALAAM TEL: +255 222700749
Mobile:+255 754 730470
FAX: +255 222775313
E-
mail:[email protected]
om
www.sengerema.or.tz
Community
(NON-
COMMERCIAL) Sengerema
District
85. Orkonerei FM
Radio,
P.O. Box 12785
ARUSHA Mobile: +255 784712961
+255 787402865
Email: [email protected]
Community
(NON-
COMMERCIAL) Manyara
District
86. Fadeco P.O.Box 223 Community District
84
Community
Radio KARAGWE-KAGERA TEL: +255 28 2227033
Mobile: +255 754 605682
+255 765 088115
FAX: +255 28 2227024
E-mail: [email protected]
(NON-
COMMERCIAL) Karagwe
TELEVISION STATIONS
No Name of
Licensee
Address Authorized
Service Area and
Location of Base
Station
Authorized
Service Area
1. Independent
Television
(ITV)
P.O. Box 4374
DAR ES SALAAM TEL:+255 22 2775915 / 6
FAX:+255 22 2775915
E-mail: [email protected]
www.ippmedia.com
National
(COMMERCIAL) Dar es Salaam
National
2. Star TV P.O. Box 1732
MWANZA TEL:+255 22 2136834
Mobile:+255 754 782237
E-mail: [email protected]
www.startvtz.com
National
(COMMERCIAL) Mwanza
National
3. Channel Ten
Television
P.O. Box 19045
DAR ES SALAAM TEL:+255 22 2116341/6
FAX:+255 22 2113112
E-mail: [email protected]
www.chten.tv
National
(COMMERCIAL) Dar es Salaam
National
4. TBC 1 P.O. Box 9191
DAR ES SALAAM TEL: +255 222860760
FAX: +255 222865577
E-mail: [email protected]
www.tbcorp.org
National
(COMMERCIAL) Dar es Salaam
National
5. East Africa
Television
(EATV)
P.O. Box 4370
DAR ES SALAAM TEL:+255 22 2775915 / 6
FAX:+255 22 2775915
E-mail: [email protected]
www.eatv.tv
National
(COMMERCIAL) Dar es Salaam
National
6. Agape
Television
(ATV)
P.O. Box 70029
DAR ES SALAAM TEL:+255222627324; 2627702
FAX:+255 22 2627882
E-mail: [email protected]
Regional
(NON-
COMMERCIAL) Dar es Salaam
Regional
7. C2C
Television
P.O. Box 19045
DAR ES SALAAM TEL:+255 22 2116341/6
FAX:+255 22 2113112
District
(COMMERCIAL) Dar es Salaam
District
85
E-mail: [email protected]
www.chten.tv
8. Dar Es
Salaam
Television
(DTV)
P.O. Box 19045
DAR ES SALAAM TEL:+255 22 2116341/6
FAX:+255 22 2113112
E-mail: [email protected]
www.chten.tv
District
(COMMERCIAL) Dar es Salaam
District
9. Abood
Television
P.O. Box 127
MOROGORO TEL:+255 23 2603754; 2613877;
2601152
FAX: +255 23 2603039
E-mail: [email protected]
District
(COMMERCIAL) Morogoro
District
10. Sokoine
University
of
Agriculture
Television
(SUATV)
P.O. Box 3000
MOROGORO TEL:+255 23 2603835
+255 23 2603511
FAX:+255 23 2604382
District
(NON-
COMMERCIAL) Morogoro
District
11. CTN
Television
P.O. Box 19045
DAR ES SALAAM TEL:+255 22 2116341/6
FAX:+255 22 2113112
E-mail: [email protected]
www.chten.tv
District
(COMMERCIAL) Dar es Salaam
District
12. Capital
Television
P.O. Box 4907
DAR ES SALAAM TEL:+255 22 2775915/6
FAX:+255 22 2775915
E-mail: [email protected]
www.ippmedia.com
District
(COMMERCIAL) Dar es Salaam
District
13. Tumaini
Television
P. O. Box 9916
DAR ES SALAAM TEL:+255 22 2117307; 2112594
FAX: +255 22 2112594
E-mail: [email protected]
District
(NON-
COMMERCIAL) Dar es Salaam
District
14. Mlimani
Television
P.O. Box 4067
DAR ES SALAAM TEL:+255 22 2700756;
2700236;2773040 ; 2700238
E-mail: [email protected]
www.ijmc.udsm.ac.tz
District
(NON-
COMMERCIAL) Dar es Salaam
District
15. C G TV
Transmissio
n Centre
P.O. BOX 2207
TABORA TEL:+25526 2605763
Mobile: +255 754 382719
+255 784 341273
FAX: +25526 2605763
E-mail: [email protected]
District
(COMMERCIAL)
Tabora
District
86
16. Tanga City
Council
Television
P. O. Box 178
TANGA TEL: +255 262643068
FAX: +255 262647905
District
(NON-
COMMERCIAL) Tanga
District
17. Mbeya City
Council
Television
P. O. Box 149
MBEYA TEL: +255 252502563
+255 252502372
FAX: +255 252502488
District
(NON-
COMMERCIAL) Mbeya
District
18. Rungwe
District
Council
Television
P. O. Box 148
TUKUYU TEL: +255 252552225
+255 25552082
FAX: +255 252552586
+255 252552504
District
(NON-
COMMERCIAL) Rungwe
District
19. Sumbawang
a Town
Council
Television
P.O. Box 275
SUMBAWANGA TEL: +255 754597572
FAX: +255 252802163
E-mail:[email protected]
District
(NON-
COMMERCIAL) Sumbawanga
District
20. Tunduru
District
Council
Television
P. O. Box 275
TUNDURU TEL: +255 252680015
FAX: +255 252600181
District
(NON-
COMMERCIAL) Tunduru
District
21. Iringa
Municipal
Council
Television
P. O. Box 162
IRINGA TEL: +255 262702647
FAX: +255 262702203
District
(NON-
COMMERCIAL) Iringa
District
22. Mbozi
District
Council
Television
P. O. Box 3
MBOZI TEL: +255 25 2580272
FAX: +255 25 2580278
E-mail: [email protected]
District
(NON-
COMMERCIAL) Mbozi
District
23. Masasi
District
Council
Television
P. O. Box 60
MASASI TEL :+255 232510652
+255 232510214
FAX: +255 232510252
Email : [email protected];plann
District
(NON-
COMMERCIAL) Masasi
District
24. Njombe
District
Council
Television
P. O. Box 547
NJOMBE TEL: +255 262782111
FAX: +255 26 2782727
E-mail: [email protected]
District
(NON-
COMMERCIAL) Njombe
District
25. Songea
Town
Council
Television
P. O. Box 14
SONGEA TEL: +255252602970
+255 252600201
FAX: +255 252502253
District
(NON-
COMMERCIAL) Songea
District
87
26. Iramba
District
Council TV
P.O. BOX 115
KIOMBOI TEL:+255 262502175
+255 262503001
FAX: +255 262502253
District
(NON-
COMMERCIAL) Iramba
District
Source: TCRA, 2012
